This is a quick and dirty feedback of my experiments running an Extreme Hour game with my students from the GLSI Licence Professionnelle (roughly bachelor's degree in anglo-american equivalence system). This game took place on Monday afternoon's lesson, February the 12th and I hope to be able to reproduce it in other contexts.
This game is part of my course on Software Quality which deals mainly with the following subjects:
I strongly believe, with good arguments, that agile methods in general and Extreme Programming practices in particular have the greatest return-on-investment ratio and a gradual learning curve as far as software quality is concerned. This means as opposed to, eg. formal methods, which offer stronger guarantees but at the expense of a steep learning curve and onerous tool and time investment.
To put all the tools and basic practices I teach in context, I then decided to setup a game based on the XP Planning game course from Joseph Bergin and ExtremeHour accounts.
This particular game departs from standard XHour rules on the following:
The time frame is standard:
The game took place in a standard class room with tables and chairs arranged for allowing developers, testers and customers enough private space.
After some initial explanations, I distributed at random the roles to prevent usual affinity groupings to occur. We then proceeded to the game itself.
The two customers went on writing stories on regular 3x5 cards, while one developer from each team started building some elements with Legos. There was not very much interaction with the customers at that time, and other people mostly wandered around the two "architects".
Here are the two customers writing their stories: 
And here are the architects at work: 
with some wandering and noise from other students 
The second and third sequence were actually somewhat merged to keep everybody busy (see below). Everybody took part in those phases, with an emphasis for the testers on trying to devise meaningful tests from whatever the customers where asking:

The stories were then classified and estimated, giving the following tasks in descending order of priority (third column is team assignment):
| Story | Estimate | Team |
|---|---|---|
| One base circled by a fence with 2 gated entries | 5 min | 1 |
| 1 survival bunker for all the base's population (ca. 40) | 5 min | 2 |
| 1 guard at each gate | 1 min | 1 |
| The base must be kept enterily lit by night | 5 min | 1 |
| Control tower for monitoring traffic | 5 min | 2 |
| One team for controling shuttles traffic | 1 min | 2 |
| An armory | 5 min | 1 |
This account for 27 minutes worth of work, for a theoretical maximum effort of 60 minutes (6 developers x 10 min iteration), or a little less than 50% focus factor. This is not overcommitting for a standard running project, but may be quite optimistic for an initial run. Note also that the estimates are not widely spread: Everything take either 5 or 1 minute to build !
Then each team started building while testers were writing and passing tests and customers new stories.
Here is team 1 produced building at end of iteration. The building is supposed to be the armory:

Interestingly, the testers were the sole participant to interacts with the customers, asking for detailed requirements and precise meanings of stories. For the base, they came up with the following "tests":
Although they were not quite precise tests, the lack of communication between testers and developers lead to them not passing: The fence's height requirement is not obviously met. Moreover, the testers did not have enough time left to write hence pass all the tests !
For the armory, the acceptance tests were:
They were not met either, the armory lacking any window and not being finished by developer's account.
So net deliverable result for team 1 was: 0.
Team 2 did not fare better in this iteration. Here is the bunker at mid-iteration:

The testers were somewhat more precise for team 2 and gave the following tests for the bunker:
The control tower tests were:
Result for team 2 is then: 0.
So the first iteration delivered products were worth 0 story points. And the customer was not very happy ! Next