Meetings
Below are the group meetings. Newest first.
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Oct 24, 2025 · Meeting
Case Study Video soonLucas Linard
Gamification and software quality: systematic literature review and proposal for Banco do Brasil.Summary
Systematic Literature Review on Gamification for Software Quality Improvement #
On October 24, 2025, Lucas Pereira Gomes Linard presented the methodology and progress of his master’s research systematic literature review (SLR) on gamification applied to software development quality. His research focuses on understanding how gamification can stimulate developers to write higher-quality code at Banco do Brasil.
Research motivation and background #
Lucas works as a programmer in the Software Quality area at Banco do Brasil. Through empirical observation validated with academic rigor by Professor Sérgio, he identified a critical behavior: developers improve code quality only up to the point where they don’t need approval from their manager. Beyond that threshold, code quality improvements stagnate, regardless of the severity of issues.
The research explores whether gamification techniques can overcome this motivation barrier and incentivize developers to proactively improve code quality, particularly in addressing accumulated technical debt.
Systematic Literature Review methodology #
Lucas shared his practical workflow for conducting the SLR:
- Protocol and planning: Developed a quality assessment checklist and study selection criteria
- Study search and selection: Searched multiple databases, retrieving 1,324 total articles (1,293 non-duplicated), with 1,149 rejected at title/abstract level and 82 accepted for full-text reading
- Data extraction and organization: Created a private repository with PDF storage, automated bibliography synchronization, and standardized extraction forms
- Quality assessment: Evaluated studies based on abstract and title during initial screening; plans to re-evaluate after full-text reading for potential reclassification
- Snowballing technique: Identified relevant references from included studies using structured tagging (yellow = general notes, green = gamification aspects, blue = relevant metrics, red = errors/disagreements)
- Leveraging AI/LLMs: Used tools like Claude to organize extracted data, search across 10+ initial articles, and identify patterns linking research findings to proposed gamification strategies
Key findings from research conducted so far #
Among the first 11 articles analyzed:
- Gamification techniques identified: Various techniques including leaderboards, ranking systems, badges, and incentives for specific tasks
- Metrics used: Static code analysis metrics (SonarQube violations), vulnerability density, test coverage, compliance with standards, and technical debt measurements
- Quality definition: The research standardizes “quality” to focus on SonarQube static analysis rule violations, as these are directly actionable by developers and measurable. This aligns with Banco do Brasil’s current quality framework using default SonarQube rules
- Lead time concerns: Despite being a key research question, Lucas found minimal evidence in literature about gamification’s impact on development time. This remains an open gap—a concern expressed by business stakeholders: does improving code quality increase deployment time, thus negating business value?
Research proposal direction #
The SLR findings inform Lucas’s gamification proposal design for Banco do Brasil. Planned features include:
- Refactoring missions: Gamified missions to reduce code complexity or address technical debt without requiring new feature delivery (e.g., “Reduce method complexity from 8 to 5 and earn 5 coins”)
- Evidence-based technique selection: Using SLR findings to choose gamification mechanics with documented effectiveness in similar contexts
- Context-specific adaptation: Applying gamification to quality improvements while maintaining business focus on lead time and delivery schedules
- Simulation analysis: Lucas previously conducted Monte Carlo simulations showing that 2 hours per sprint per developer dedicated to technical debt reduction could significantly improve code health without major productivity loss
Research organization strategy #
Lucas demonstrated how he organizes extracted data to map research evidence to his proposal:
- Single source of truth: All data extraction centralized in one repository format for consistency and LLM processing
- Evidence mapping: Linking each research question to specific articles and their findings (e.g., articles S2, S3, S5, S8, S11 address “What gamification techniques are used?”)
- Concept normalization: Planning to standardize synonymous terms across papers (e.g., “leaderboard” vs. “ranking”) to get a comprehensive view of technique usage
- Slide summaries for advisor: Each article receives a one-page summary slide (in GammaApp) documenting the inclusion/exclusion rationale and relationship to research questions
Feedback from the community #
- Profa. Cristiane: Emphasized the importance of clear research questions and how extracted evidence answers them; suggested maintaining a single authoritative source for data extraction
- Luciana: Noted the challenge of finding lead-time evidence in literature; recommended broadening the search to general software quality and maintenance literature to capture indirect evidence of time savings
- Bruno: Highlighted the importance of clearly defining “quality” to scope the work; praised the standardization of SonarQube rules as the quality benchmark
- Prof. Sergio: Congratulated Lucas on the rich presentation and encouraged completion of the SLR, proposal development, and qualification phases
Next steps #
- Complete the systematic literature review (currently reading 82 selected articles; early results available from first 11)
- Normalize terminology across extracted data
- Finalize evidence mapping linking SLR findings to gamification proposal design
- Develop and test the gamification proposal with Banco do Brasil development teams
- Measure both quality improvements and lead-time impact to validate business viability
The research demonstrates rigorous academic methodology applied to a real-world software engineering challenge, combining literature evidence with practical industry context to inform innovation in developer motivation and code quality.
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Oct 3, 2025 · Meeting
Master's Research Video soonBruno Mello Andrade
Gamification implementation in a software factory: evaluating engagement in IT teams.Summary
Gamification in Software Project Management: Implementation and Results #
On October 3, 2025, Bruno Mello Andrade presented preliminary results of his master’s dissertation to the Gamificação.ORG community. The work addresses gamification applied to IT management teams in a software factory context, evaluating impact on engagement and productivity.
Research context and motivation #
Bruno works managing operations for a software factory in Brasília with over 8 contracts for the public sector (recently including Caixa Econômica). The company faces challenges typical of the sector: contracts awarded to lowest bidders, staff motivation constraints beyond salary increases, and the need to maintain productivity and code quality under competitive pressures.
The research investigates whether gamification techniques can address motivational barriers in professional software development, focusing initially on the management layer to create a cascade effect toward development teams.
Research methodology #
Timeline of activities:
- Literature review on gamification
- Research proposal and qualification defense
- Team engagement survey (IMI questionnaire) with 12 management responses across 7 motivational subscales
- Mapping of gamification techniques using the Hexad model of player motivations
- Gamification implementation on Telebrás contract (pilot)
- Data collection and ongoing analysis (September-November 2025)
Gamification implementation strategy #
Bruno implemented gamification integrated into existing tools (Jira for task management; Confluence for documentation) without requiring additional systems, ensuring adoption feasibility.
Gamification techniques applied:
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Narrative (Epic Core – Utility Value): Crafted a project story using user story documentation, establishing game rules, achievements, and recognition wall.
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Unexpected Reward (Empowerment & Creativity Core): Spontaneous peer recognition mechanism on a Confluence wall, with clear guidelines for acknowledgment.
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Elitism (Empowerment & Creativity Core): Visual ranking of team members with highest task closures per sprint, recognized with badges.
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Hero of Humanity (Empowerment & Creativity Core): Recognition badge for individuals receiving the most peer feedback.
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Sky of Brigadeiro (Accomplishment Core): Dashboard displaying sprint progress, task status (open, in development, completed), and backlog metrics with visual feedback.
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Real-time Control (Accomplishment Core): Graphical visualization of task closure progress and sprint health indicators.
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Achievements (Badges) (Belongingness & Social Core): 6 distinct badges earned for:
- Completing 2+ sprints per month
- Maintaining error rate below 5%
- Meeting planned operational results
- Customer satisfaction ratings ≥ 8
- 2+ years tenure at company
- Zero billing disputes (premium badge)
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Special Missions (Belongingness & Social Core): Gamified tasks outside daily workflow (e.g., process improvements, documentation updates, task maintenance) that contribute to company health and technical debt reduction.
Evaluation and reward system:
- Bi-weekly evaluation: 80%+ sprint closure = 1 point; 60%+ backlog completion = 1 point
- Monthly evaluation: 3+ peer recognitions = 1 point; mission completion = 1 point; badges earned = 1 point per badge
- Quality metrics: Max 10% defect items per sprint
- Final reward: Top 3 managers receive 3, 2, and 1 days of paid leave (decided by score ranking)
Results and findings #
Positive outcomes:
- Improved data quality: fewer forgotten/unclosed tasks (previously tasks would languish for 40+ hours)
- Better task tracking and closure rates
- Team engagement: verbal feedback indicated satisfaction (“light, fun, engaging”)
- Institutional impact: company requested implementation expansion to other contracts
- Increased awareness of process and productivity tracking (important for CMM-I maturity assessments)
Challenges and limitations:
- Recognition mechanisms (peer feedback wall, special missions) show low adoption—cultural resistance to activities perceived as “extra work”
- Limited improvement in motivational indices (IMI questionnaire) compared to behavioral metrics
- Interaction patterns between professionals did not visibly improve; feedback culture remains weak
- Task complexity not factored into scoring (potential for gaming: selecting easy tasks instead of challenging work)
- No direct measurement of impact on engineering team motivation (only management layer surveyed)
- Data collection still ongoing; final analysis pending
Community feedback and recommendations #
Professora Cristiane Ramos highlighted the success of keeping gamification aligned with existing daily workflows rather than introducing extra steps. Key observations:
- Recognition wall and special missions diverge from daily practices; consider root cause analysis for low adoption
- Suggest incorporating task complexity/story points into scoring to prevent bias toward high-volume, low-difficulty tasks
- Recommend conducting interviews to understand reasons for non-participation
- Consider re-evaluating quality assessments after full-text review for accuracy
Lucas Linard shared parallel experience from Banco do Brasil’s similar recognition system using coins/points and suggested using team grouping within contracts to prevent ranking disadvantages for small projects.
Arthur Martins questioned governance of incentives and how constraints work in client-managed contracts (different from Bruno’s management context).
Prof. Sérgio praised Bruno’s maturity in reporting both successful and unsuccessful indicators, noting this demonstrates research rigor and readiness for dissertation defense.
Next steps and future work #
- Complete IMI questionnaire collection (September, October, November 2025)
- Finalize data analysis and validation
- Document findings on effectiveness of specific techniques
- Address adoption barriers through root cause analysis
- Scale implementation to other contracts with refined design (addressing complexity scoring, team grouping for fairness)
- Publish results in academic venues
- Complete dissertation and defend qualification
Key insights #
The research demonstrates that gamification can improve operational metrics and behavioral engagement in professional settings without requiring major system overhauls. However, cultural factors and perception of “extra effort” remain barriers to adoption of certain mechanics. Success depends on aligning techniques with existing workflows and deeply understanding contextual motivational drivers—critical lessons for broader implementation across the company’s eight contracts.
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Sep 4, 2025 · Meeting
Partnership Video soonOrc'estra
Orc'sestra presented its trajectory and pioneering work as a student organization dedicated to gamification.Summary
Orc’estra presents itself as a pioneer in gamification in Brazil #
In the September 4 meeting, the junior company Orc’estra, linked to UnB Gama’s Software Engineering program, presented its trajectory and activity as the first Brazilian student organization dedicated exclusively to gamification — within the Gamificação.ORG meeting.
Student Bryan Leite, representing the organization, emphasized that the group’s mission is to “reframe people’s lives by bringing productivity and pleasure together.” Orc’estra focuses on developing solutions that apply game techniques to foster engagement and results in different contexts.
Service portfolio #
- Gamification design — needs assessment and tailored solutions.
- Software conception — requirements structuring and high‑fidelity prototype development.
- Gamified development — building or maintaining systems with gamification elements.
Among the success cases are projects with Unimed (promoting healthy habits); the “Ao Encontro” app, which helps search for lost animals; and Alegro, an international marketplace aiming to strengthen users’ sense of belonging.
Structure and organizational culture #
The company is organized with two presidencies (institutional and organizational) and four directorates: Communication and Marketing (Decom), Projects, Business (Debis), and Operations (Tops).
Members describe the internal culture as collaborative and family‑like. There are practices for activity follow‑up, climate surveys, and overload prevention. “Orc’estra is not just a junior company; it’s a family,” Bryan said.
Relationship with the community #
New members are selected through periodic processes announced on social networks such as Instagram and LinkedIn. Although registered with a CNPJ, Orc’estra is non‑profit: all revenue is reinvested in its own operation.
At the end of the presentation, professors and peers highlighted Orc’estra’s relevance as a space for practical and entrepreneurial training within UnB — in the scope of the Gamificação.ORG meeting.
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Jul 10, 2025 · Meeting
Partnership Video soonLucas · Porto Digital
Innovation ecosystem and collaboration opportunities. -
Jun 22, 2025 · Meeting
Project Video soonGeorge · SuperR
SuperR: a gamified, project‑based approach brought to life at UnB.Summary
SuperR: a gamified course comes to life at UnB #
In the June 22, 2025 meeting, professor George presented the SuperR project, an initiative that combines gamification and project‑based learning (PBL) in the Software Requirements course at the University of Brasília — within the Gamificação.ORG meeting.
According to the instructor, the proposal originated in 2023 from student motivation indicators and retrospective analyses applied across different cohorts. The goal was to face recurring challenges — dropout, failures, and engagement difficulties — by offering a more interactive and personalized experience.
How SuperR works #
The strategy was tested with two classes: one with traditional PBL and another combining PBL and gamification.
Fictional narratives were created in a galaxy named Calamo Kairelli, where students, organized into factions, carried out missions and operations tied to the course learning objectives for each unit.
The project involved 18 operations grouped into four major missions, with in‑class dynamics.
Elements such as avatars, badges, rewards, and an interactive galaxy map on Miro guided students through the experience.
Evaluation and results #
Motivational questionnaires inspired by Octalysis were applied, along with qualitative feedback collected for each unit.
The class with gamification showed a lower dropout rate (8%) and higher retention (91.8%), outperforming the traditional cohorts.
Despite higher initial cognitive load, attention, satisfaction, and confidence indicators improved over the semester.
Team performance was superior, positively impacting pass rates and final grades.
Outcomes #
SuperR generated a gamification guide, its own visual identity, badges, and even a Power Apps prototype to support activities. The project also inspired undergraduate theses and opened paths for future research using data mining and machine learning to predict motivational profiles and adapt dynamics in real time — within the Gamificação.ORG meeting.
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Jun 5, 2025 · Meeting
Guest Video soonLeda · IBICT
Canal Ciência bets on gamification to engage youth.Summary
Canal Ciência bets on gamification to engage youth #
On June 5, 2025, researcher Leda Sampson, from the Brazilian Institute of Information in Science and Technology (IBICT), presented to the Gamificação.ORG group the transformation of Canal Ciência — a traditional science outreach portal created in 2002 — into a gamified environment.
According to Leda, the portal was born to bring Brazilian science closer to society, especially students and teachers. Over time, long texts no longer resonated with newer generations. This led to the creation of educational games (puzzles, quizzes, memory games) and, more recently, a broader gamification approach.
The Galactic Journey #
With support from UnB researchers, Canal Ciência launched the “Galactic Journey”, a narrative that turns visitors into space explorers in search of knowledge.
The experience includes missions, ranks, medals, and digital rewards. The first mission, already available, takes the user from Earth to the Space Station; the second, in development, will reach the Moon. The goal is for learning to happen naturally, embedded in challenges and stories connected to the portal’s existing scientific content.
Creation process #
To structure the gamification, the team used the Octalysis framework, applying three audience‑diagnosis strategies:
- Internal discussions with subject‑matter experts (the “judges” step);
- Questionnaires applied directly in schools;
- Forms available on the portal itself.
The collected data enabled mapping users’ motivational profiles and designing mechanics suitable for a mostly young audience.
Results and outlook #
The project brought visibility to IBICT, yielded papers in international venues, and already inspires new initiatives. Despite resource constraints, the team plans to expand the journey to Pluto, completing all planned missions.
For Leda, the differentiator lies in uniting innovation, science, and entertainment: “Science outreach must be fun. When users dive into an engaging narrative, they learn without realizing they are studying.”
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May 22, 2025 · Meeting
Guests Video soonBanco do Brasil
Banco do Brasil bets on gamification to engage employees.Summary
Banco do Brasil bets on gamification to engage employees #
On May 22, 2025, representatives from Banco do Brasil presented to the Gamificação.ORG group the institution’s initiatives using gamification for internal training and engagement.
Strategy and goals #
Banco do Brasil has used game mechanics to make corporate learning more appealing and to encourage employee participation. The premise is that playful experiences can reinforce learning, improve content retention, and increase engagement in strategic programs.
Initiatives presented #
- Gamified learning paths — content organized as tracks with challenges, rewards, and immediate feedback;
- Friendly competition — leaderboards and team missions to foster collaboration and performance;
- Digital recognition — medals, points, and badges awarded according to participant progress.
Results observed #
According to the presenters, gamification led to higher adherence to trainings, lower dropout rates in internal courses, and positive reports on motivation and engagement. Qualitative results suggest that combining competition and collaboration can transform the organization’s learning culture.
Next steps #
The institution plans to expand the use of gamification in different areas, exploring new narratives and game dynamics. The goal is to integrate learning further into daily work routines, aligning training with the strategic challenges of the financial sector.
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May 8, 2025 · Meeting
Talk Watch videoProf. Sergio Freitas
Prof. Sergio Freitas’ talk — past, present, and future of gamification.Summary
Prof. Sergio Freitas — past, present, and future of gamification #
In the Gamificação.ORG meeting, Prof. Sergio Freitas — project coordinator and head of the CEDIS gamification area — presented an in‑depth analysis of the field’s past, present, and future.
He noted that the term “gamification” emerged in 2002, but gained academic relevance in 2011 after Sebastian Deterding’s paper. Since then, practice spread across companies and universities with varied, yet often positive, results. According to Freitas, early success was driven by intuitive uses of game techniques anchored in age‑old psychological patterns — rewards and punishments — long present in social life and studied by behaviorism.
Early simplifications #
Many initial applications were simplified setups (“hard rock gamification”) based only on points, badges, and leaderboards (PBL). While effective short‑term, these designs showed limits to sustaining motivation.
The 2015 shift: Octalysis #
A turning point came in 2015 with Yu‑kai Chou’s Octalysis Framework, which systematized links between game mechanics and psychological theories — especially behaviorism and Self‑Determination Theory.
Frameworks and rigor #
Freitas noted that only around 3% of papers published up to 2023 explicitly used structured frameworks. Even so, tools like Octalysis, Hexad, and Bartle underscored the importance of more systematic processes to design consistent gamification.
He emphasized Brazil’s role as a major international hub, with highlights in education and software engineering research.
Future challenges #
- Persistence — ensure designs sustain motivation over time.
- Indicators — develop stronger metrics to assess motivational and organizational impact.
- Popularization — democratize access so everyday users can craft and apply techniques in daily life.
In closing, Freitas reinforced that gamification should be understood as a strategy to motivate people, and that progress depends on integrating psychology, technology, and data analysis.
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Apr 3, 2025 · Meeting
Thesis Video soonDenniel William Roriz Lima
Denniel’s research points paths for gamification in agile development.Summary
Research by Denniel highlights paths for gamification in agile development #
On April 3, 2025, student Denniel William Roriz Lima presented his undergraduate thesis to the Gamificação.ORG group, focused on applying gamification in agile software development processes.
Context and problem #
Agile methods arose to counter the rigidity of traditional models, offering flexibility and faster delivery. Yet, motivation and engagement challenges persist even within agile. Gamification emerges as an alternative, though empirical studies remain scarce and adoption in software engineering is limited.
Research objectives #
The project aims to define guidelines for using gamification in agile processes, with specific goals to:
- Identify challenges and tested solutions;
- Map evaluation metrics;
- Systematize practices as a guide for practitioners.
Theoretical basis #
The review spans agile methodologies (XP, Scrum, FDD, Lean) and gamification frameworks, notably:
- Hexad — player‑type profiling (philanthropists, socializers, achievers, etc.);
- 6D Framework — six steps to implement gamification;
- Octalysis — eight core drives balancing intrinsic/extrinsic, white/black hat motivations.
Preliminary results #
- 114 Scopus papers analyzed, with co‑authorship and keyword mapping;
- Scrum was the only agile method to form its “own node”, signaling higher relevance;
- Recurring association between gamification, motivation, and practices like prototyping and testing;
- Temporal analysis shows recent growth in publications and renewed interest.
Next steps #
- Expand the review to other databases (ACM, IEEE);
- Conduct practitioner interviews;
- Draft a practical guide for applying gamification in agile development.
Reception #
Faculty and peers praised the dense literature review and clarity of preliminary results, while suggesting caution about relying on a single database and encouraging continuation at the master’s level. Prof. Sergio Freitas noted that a structured guide already represents a relevant contribution to the field.
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Jan 30, 2025 · Meeting
Master's Video soonLuciana Assis · Embrapa
Embrapa research applies gamification to asset management and reports advances.Summary
Embrapa case: gamification in asset management shows advances #
On January 30, 2025, researcher Luciana Assis presented results from her master’s research, advised by Prof. Sergio Freitas, on using gamification in organizational environments, with a case study at Embrapa.
Context and objectives #
The work focused on GSteck, Embrapa’s research asset management system, where low user motivation had been observed. The study asked how gamification could improve engagement and collaboration, and what effects might emerge in this context.
Methodology #
- Literature review: 144 papers analyzed, 36 selected — leading to an HCII (2023) publication;
- Case study in three stages:
- Motivational profiling (Octalysis core drives);
- Gamification design (16 requirements);
- Partial implementation (9 techniques: progress bars, badges, points, leaderboards, social trophies, narratives, etc.).
Results #
- 135 respondents out of 780 users, representing all Embrapa units;
- Most relevant core drive: Development & Accomplishment;
- Implemented techniques yielded perceived increases in motivation and appreciation of the system;
- Feedback indicated greater sense of usefulness and engagement, with suggestions to refine the evaluation model.
Limitations #
- 9/16 techniques implemented due to time constraints;
- The underlying asset‑scoring model is not yet validated by Embrapa, preventing production rollout;
- Evaluation was conducted in a staging environment with 27 participants selected by managers.
Next steps #
The group discussed standardizing a motivational‑profile questionnaire for Gamificação.ORG, based on Luciana’s instrument, and suggested submitting papers to journals such as Revista Design e Tecnologia (UFRGS), exploring methods and findings.
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Jan 16, 2025 · Meeting
Master's Video soonCapt. Públio Cavalcante
Gamification in the Military Police: case study shows potential and challenges.Summary
Gamification in the Military Police: potential and challenges #
On January 16, 2025, Capt. Públio Cavalcante (Military Police) presented a study on using gamification in police intelligence reports.
Objective and method #
The study assessed whether gamification could improve the quality of intelligence reports. It applied Intrinsic Motivation Inventory (IMI), Octalysis‑based motivational profiling, and a comparison between units using or not a gamified reporting system.
Implementation #
The Ippon Web system was adapted with medals, leaderboards, virtual coins, and anonymous peer feedback. Each report was evaluated by three different people; scores fed individual and team profiles. Techniques included social reinforcement, immediate feedback, and achievement progression.
Results and perceptions #
- Intangible: higher engagement from officers as they felt read and evaluated; rare peer feedback in the military environment improved text and image quality.
- Quantitative: independent evaluations showed slightly higher scores for gamified reports.
- Limitations: only 6/19 planned techniques implemented; short pilot window constrained robust effects.
Institutional challenges #
Command changes led to pausing gamification, prioritizing administrative use of the system. Cultural and institutional maturity are needed to sustain such innovations.
Conclusion #
Gamification can engage agents and improve intelligence reporting, but faces constraints of time, culture, and continuity. Prof. Sergio Freitas highlighted intangible gains — especially feedback and professional appreciation — as central to gamification and worth deeper research.
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Dec 19, 2024 · Meeting
Award Video soonProf. Cristiane S. Ramos & Mylena A. S. Farias
Researchers discuss motivational profiling and gamification in Canal Ciência.Summary
Researchers discuss motivational profiling and gamification in Canal Ciência #
On December 19, 2024, Prof. Cristiane Soares Ramos and undergraduate student Mylena Angélica Silva Farias presented the paper “Process for players: a motivational profile for designing a gamification project” — an award‑winning work at an international congress in Hanoi — to the Gamificação.ORG group.
Study focus #
The research investigated how to map motivational profiles to make gamification projects more effective. The context was Canal Ciência (IBICT), a science outreach portal for students and teachers. The audience heterogeneity (children to adults) required multiple diagnostic strategies.
Three strategies #
- Expert assessment: judges analyzed motivational profiles using Octalysis;
- In‑person dynamics: games like “The problem in my school/city” and “My other half is with you” applied in classrooms;
- Adapted questionnaires: forms for children, teens, and adults, based on the Intrinsic Motivation Inventory.
Results highlighted social influence, unpredictability, and creative empowerment as key drives to engage the audience.
From theory to practice #
The mapping led to the “Galactic Journey” narrative, turning visitors into space explorers. The first mission, already launched, addresses environmental disasters (floods, wildfires). The next, in development, takes users to the International Space Station.
Monitoring and outlook #
Impact is being tracked with Google Analytics and internal performance metrics (ranks, medals, mission progression). Despite initial increases in access and retention, the researchers caution it is too early to assert causality.
The study opens paths for future research and reinforces integrating motivational diagnostics with business metrics — also echoed in partnerships with organizations such as Banco do Brasil.
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Dec 5, 2024 · Meeting
Master's Video soonBruno Mello Andrade
Gamification proposal for software project management in public‑sector factories.Summary
Gamification proposal for software project management #
On December 5, 2024, Gamificação.ORG hosted Bruno Mello Andrade, who presented his research proposal for a qualification in the Graduate Program in Applied Computing. The focus is to apply gamification to software project management processes, especially in software factories operating in the public sector.
Motivation challenge #
Drawing from experience in a software factory with public contracts, Bruno noted that professional motivation often narrows to financial incentives. The proposal explores gamification to engage managers and teams beyond money, defining objective criteria for bonus distribution and fostering healthy competition across projects.
Game structure (on Jira) #
Built on Jira, widely used by the company:
- Each manager “owns” a project and creates a customizable character;
- Planning, scope updates, and adequate Jira usage award points and badges;
- Indicators include finished tasks, updated backlog, team communication, and client evaluation;
- Accumulated score multiplies existing bonuses, adding a playful layer to the rewards system.
Evaluation and indicators #
The model combines productivity metrics (completed tasks, execution time, open defects) and motivational metrics (team satisfaction, engagement, collaboration). Assessment compares before/after gamification using the GQM method (Goal–Question–Metric) to align business goals, research questions, and metrics.
Critiques and suggestions #
- Cristiane Soares Ramos: strengthen alignment between indicators and GQM; beware of reducing everything to money;
- Luciana Assis: broaden the repertoire of game mechanics (collaboration, motivational profiles) to prevent excessive competition;
- Davi Rocha: leverage the Hexad model to map individual motivations and tailor techniques to team profiles.
Outlook #
Bruno acknowledged sustainability and team‑engagement challenges and the need to balance extrinsic (bonuses) and intrinsic (recognition, collaboration) motivations. The proposal should evolve on rules, indicators, and theming, but already stands as a promising case study for gamification in software engineering.
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Nov 21, 2024 · Cycle Opening
Kickoff Video soonSergio
Official start of the meeting cycle and expectations alignment.