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In response to real and perceived short-comings in the quality and productivity of software engineering practices and projects, professionally-endorsed graduate and post-graduate curriculum guides have been developed to meet evolving technical developments and industry demands. Each of these curriculum guidelines identifies better software engineering management skills and soft, peopleware skills as critical for all graduating students, but they provide little guidance on how to achieve this. One possible way is to use a serious game—a game designed to educate players about some of the dynamic complexities of the field in a safe and inexpensive environment. This thesis presents the results of a qualitative research project that used a simple game of a software project to see if and how games could contribute to better software project management education; and if they could, then what features and attributes made them most efficacious. That is, shall we—should we—play games in software engineering management? The primary research tool for this project was a game called Simsoft. Physically, Simsoft comes in two pieces. There is an A0-sized printed game board around which the players gather to discuss the current state of their project and to consider their next move. The board shows the flow of the game while plastic counters are used to represent the staff of the project. Poker chips represent the team’s budget, with which they can purchase more staff, and from which certain game events may draw or reimburse amounts depending on decisions made during the course of the game. There is also a simple Java-based dashboard …