2013
Nummenmaa, Timo
Executable formal specifications in game development: Design, validation and evolution Väitöskirja
Tietojenkäsittelyoppi, Tampereen yliopisto, 2013, ISBN: 978-951-44-9276-1.
Abstract | Links | BibTeX | Avainsanat: englanninkieliset väitöskirjat, executable formal specifications, game design, game development, game evolution, simulation
@phdthesis{Nummenmaa2013,
title = {Executable formal specifications in game development: Design, validation and evolution},
author = {Timo Nummenmaa},
url = {https://urn.fi/URN:ISBN:978-951-44-9276-1},
isbn = {978-951-44-9276-1},
year = {2013},
date = {2013-01-01},
school = {Tietojenkäsittelyoppi, Tampereen yliopisto},
abstract = {Games provide players with enjoyment, escapism, unique experiences and even a way to socialise. Software based games played on electronic devices such as computers and games consoles are a huge business that is still growing. New games are continually developed as demand for these digital games is high. Digital games are often complex and have high requirements for quality. The complexity is especially apparent in complex multiplayer games and games that are constantly evolving. This complexity can be problematic in various stages of development. For example, understanding if a design of a game works as intended can be difficult. Managing changes that need to be made to a game during its lifetime, even after its initial release, is also challenging from both a design and an implementation standpoint.
In this thesis these problems are addressed by presenting a method of utilising formal methods for simulations of game designs as a way of development, communication, documentation and design. Formal methods are methods that aim to help developers create better software through the usage of tools and notations based on formal syntax and semantics. A specific sub-area of formal methods, namely executable formal specifications, was chosen as a starting point. This is because the executability of the specification makes it possible to simulate game progression which can be used to understand and communicate the design of a game better. The DisCo methodology and language are an implementation of executable formal specifications and feature an action based execution model. This toolset and language was modified and extended to make it more suitable to game development based on findings made in a series of case studies. In the case studies, specifications are created based on two existing games and one new design. The case studies also lead to discoveries in what features a methodology and tool for formal specifications in a game development process requires.
Formal methods can be applied fairly naturally in game design. Because games are defined with rules, and due to the complexity of many games, methods are needed to manage that complexity. Action-based, executable methods fit especially well. Game development can benefit from formal methods if the methodology and tools are easy to use and the methodology incorporates properties, such as probabilities, deemed to be important for game specifications. The benefits apply to the whole development cycle of a game. A development process which includes formal methods can result in less problems during development and games of better quality.},
keywords = {englanninkieliset väitöskirjat, executable formal specifications, game design, game development, game evolution, simulation},
pubstate = {published},
tppubtype = {phdthesis}
}
Games provide players with enjoyment, escapism, unique experiences and even a way to socialise. Software based games played on electronic devices such as computers and games consoles are a huge business that is still growing. New games are continually developed as demand for these digital games is high. Digital games are often complex and have high requirements for quality. The complexity is especially apparent in complex multiplayer games and games that are constantly evolving. This complexity can be problematic in various stages of development. For example, understanding if a design of a game works as intended can be difficult. Managing changes that need to be made to a game during its lifetime, even after its initial release, is also challenging from both a design and an implementation standpoint.
In this thesis these problems are addressed by presenting a method of utilising formal methods for simulations of game designs as a way of development, communication, documentation and design. Formal methods are methods that aim to help developers create better software through the usage of tools and notations based on formal syntax and semantics. A specific sub-area of formal methods, namely executable formal specifications, was chosen as a starting point. This is because the executability of the specification makes it possible to simulate game progression which can be used to understand and communicate the design of a game better. The DisCo methodology and language are an implementation of executable formal specifications and feature an action based execution model. This toolset and language was modified and extended to make it more suitable to game development based on findings made in a series of case studies. In the case studies, specifications are created based on two existing games and one new design. The case studies also lead to discoveries in what features a methodology and tool for formal specifications in a game development process requires.
Formal methods can be applied fairly naturally in game design. Because games are defined with rules, and due to the complexity of many games, methods are needed to manage that complexity. Action-based, executable methods fit especially well. Game development can benefit from formal methods if the methodology and tools are easy to use and the methodology incorporates properties, such as probabilities, deemed to be important for game specifications. The benefits apply to the whole development cycle of a game. A development process which includes formal methods can result in less problems during development and games of better quality.
In this thesis these problems are addressed by presenting a method of utilising formal methods for simulations of game designs as a way of development, communication, documentation and design. Formal methods are methods that aim to help developers create better software through the usage of tools and notations based on formal syntax and semantics. A specific sub-area of formal methods, namely executable formal specifications, was chosen as a starting point. This is because the executability of the specification makes it possible to simulate game progression which can be used to understand and communicate the design of a game better. The DisCo methodology and language are an implementation of executable formal specifications and feature an action based execution model. This toolset and language was modified and extended to make it more suitable to game development based on findings made in a series of case studies. In the case studies, specifications are created based on two existing games and one new design. The case studies also lead to discoveries in what features a methodology and tool for formal specifications in a game development process requires.
Formal methods can be applied fairly naturally in game design. Because games are defined with rules, and due to the complexity of many games, methods are needed to manage that complexity. Action-based, executable methods fit especially well. Game development can benefit from formal methods if the methodology and tools are easy to use and the methodology incorporates properties, such as probabilities, deemed to be important for game specifications. The benefits apply to the whole development cycle of a game. A development process which includes formal methods can result in less problems during development and games of better quality.
2002
Taskinen, Leo Tapani
Tuotantotalous, Teknillinen korkeakoulu, 2002, ISBN: 951-38-6381-6.
Abstract | Links | BibTeX | Avainsanat: efficiency, englanninkieliset väitöskirjat, evaluation, industrial management, innovation, manufacture, measurement, modification, performance, process control, processing, quality control, simulation
@phdthesis{Taskinen2002,
title = {Measuring change management in manufacturing processes: A measurement method for simulation-game-based process development},
author = {Leo Tapani Taskinen},
url = {http://urn.fi/urn:nbn:fi:tkk-001780},
isbn = {951-38-6381-6},
year = {2002},
date = {2002-01-01},
school = {Tuotantotalous, Teknillinen korkeakoulu},
abstract = {The aim of this research is to find an answer to the research problem, which is "How can change management be measured in order to help manufacturing companies develop their manufacturing processes?" To solve the research problem, a constructive action research method is applied. The proposed solution to the research problem, i.e., a change management measurement system, is developed based on principles found in project management literature, process change management literature, performance measurement literature, three consultant surveys, and three case projects. Two of these three case projects applied simulation games as developmental tool, while one applied computer simulation. The proposed change management measurement system is evaluated through these three case projects, and thereafter both practised and further elaborated through two new case projects. The two new case projects are compared for gaining more sophisticated understanding of emerging patterns, and improvement suggestions for simulation-game-based change process utilising the change management measurement system are brought forward. Finally, the results are discussed, and the research and its contribution are evaluated through the quality criteria developed for this research.
The measures in the change management measurement system are classified into two types: the first type gauges change project management itself, and the second assesses the outcomes of the change project, i.e., the improvements gained in manufacturing operations. Both of these types are measured in three dimensions: human resources, processes and technology, which are further divided into effectiveness and efficiency. Effectiveness is defined as the external, strategic performance: "doing the right thing," where strategically correct processes are developed, and strategically sound targets are pursued. Effectiveness includes adaptability. Efficiency is defined as the internal, operational performance: "doing it right," reaching the objectives of the change project economically and ideally with the best possible input/output. Consequently, the change management measurement system forms 12 measurement dimensions out of which six dimensions measure change project management itself and the other six dimensions measure changes in the manufacturing operations.
The proposed change management measurement process suggest that particular attention should be paid to measurement and consequent timely reactions in the early phases of the project. Reactions to early feedback enable rapid learning and a successful project trajectory can be achieved already in the early phases of the project. Thereafter, through continuous measurement and consequent timely reactions, a successful project trajectory can be maintained until the project end.
The case results suggest that there is a need for balanced change management measurement where both the change project management and the manufacturing operations management are measured. The balanced measurement improves the systematics and coherence of the change process; thus also the change management capability of the organisation is enhanced. In addition, it is proposed that the measurement system should flexibly allow customised measures for all the project steps. Furthermore, the research results support the idea that one key factor for success is how well the project management team uses the available measurement system, i.e. how well the measurement related tasks are performed. In change management capability improvement the measurement of human resource subject matters is fundamental to success, and it is proposed that in future research cycles, particular attention should be paid to development of measures concerning psychological, behavioural and teamwork subject matters.},
keywords = {efficiency, englanninkieliset väitöskirjat, evaluation, industrial management, innovation, manufacture, measurement, modification, performance, process control, processing, quality control, simulation},
pubstate = {published},
tppubtype = {phdthesis}
}
The aim of this research is to find an answer to the research problem, which is "How can change management be measured in order to help manufacturing companies develop their manufacturing processes?" To solve the research problem, a constructive action research method is applied. The proposed solution to the research problem, i.e., a change management measurement system, is developed based on principles found in project management literature, process change management literature, performance measurement literature, three consultant surveys, and three case projects. Two of these three case projects applied simulation games as developmental tool, while one applied computer simulation. The proposed change management measurement system is evaluated through these three case projects, and thereafter both practised and further elaborated through two new case projects. The two new case projects are compared for gaining more sophisticated understanding of emerging patterns, and improvement suggestions for simulation-game-based change process utilising the change management measurement system are brought forward. Finally, the results are discussed, and the research and its contribution are evaluated through the quality criteria developed for this research.
The measures in the change management measurement system are classified into two types: the first type gauges change project management itself, and the second assesses the outcomes of the change project, i.e., the improvements gained in manufacturing operations. Both of these types are measured in three dimensions: human resources, processes and technology, which are further divided into effectiveness and efficiency. Effectiveness is defined as the external, strategic performance: "doing the right thing," where strategically correct processes are developed, and strategically sound targets are pursued. Effectiveness includes adaptability. Efficiency is defined as the internal, operational performance: "doing it right," reaching the objectives of the change project economically and ideally with the best possible input/output. Consequently, the change management measurement system forms 12 measurement dimensions out of which six dimensions measure change project management itself and the other six dimensions measure changes in the manufacturing operations.
The proposed change management measurement process suggest that particular attention should be paid to measurement and consequent timely reactions in the early phases of the project. Reactions to early feedback enable rapid learning and a successful project trajectory can be achieved already in the early phases of the project. Thereafter, through continuous measurement and consequent timely reactions, a successful project trajectory can be maintained until the project end.
The case results suggest that there is a need for balanced change management measurement where both the change project management and the manufacturing operations management are measured. The balanced measurement improves the systematics and coherence of the change process; thus also the change management capability of the organisation is enhanced. In addition, it is proposed that the measurement system should flexibly allow customised measures for all the project steps. Furthermore, the research results support the idea that one key factor for success is how well the project management team uses the available measurement system, i.e. how well the measurement related tasks are performed. In change management capability improvement the measurement of human resource subject matters is fundamental to success, and it is proposed that in future research cycles, particular attention should be paid to development of measures concerning psychological, behavioural and teamwork subject matters.
The measures in the change management measurement system are classified into two types: the first type gauges change project management itself, and the second assesses the outcomes of the change project, i.e., the improvements gained in manufacturing operations. Both of these types are measured in three dimensions: human resources, processes and technology, which are further divided into effectiveness and efficiency. Effectiveness is defined as the external, strategic performance: "doing the right thing," where strategically correct processes are developed, and strategically sound targets are pursued. Effectiveness includes adaptability. Efficiency is defined as the internal, operational performance: "doing it right," reaching the objectives of the change project economically and ideally with the best possible input/output. Consequently, the change management measurement system forms 12 measurement dimensions out of which six dimensions measure change project management itself and the other six dimensions measure changes in the manufacturing operations.
The proposed change management measurement process suggest that particular attention should be paid to measurement and consequent timely reactions in the early phases of the project. Reactions to early feedback enable rapid learning and a successful project trajectory can be achieved already in the early phases of the project. Thereafter, through continuous measurement and consequent timely reactions, a successful project trajectory can be maintained until the project end.
The case results suggest that there is a need for balanced change management measurement where both the change project management and the manufacturing operations management are measured. The balanced measurement improves the systematics and coherence of the change process; thus also the change management capability of the organisation is enhanced. In addition, it is proposed that the measurement system should flexibly allow customised measures for all the project steps. Furthermore, the research results support the idea that one key factor for success is how well the project management team uses the available measurement system, i.e. how well the measurement related tasks are performed. In change management capability improvement the measurement of human resource subject matters is fundamental to success, and it is proposed that in future research cycles, particular attention should be paid to development of measures concerning psychological, behavioural and teamwork subject matters.