The Anxiety of Sequence Much of what's taught under the name of expository writing could be called "The Anxiety of Sequence." Its premise is this: To get where you're going, you have to begin in just the right place And take the proper path, Which depends on knowing where you plan to conclude. Verlyn Klinkenborg, Several Short Sentences About Writing The Age of the Essay essays
Every Website is an Essay An Article by Robin Rendle css-tricks.com "Every website that’s made me oooo and aaahhh lately has been of a special kind; they’re written and designed like essays. There’s an argument, a playfulness in the way that they’re not so much selling me something as they are trying to convince me of the thing. They use words and type and color in a way that makes me sit up and listen. And I think that framing our work in this way lets us web designers explore exciting new possibilities. Instead of throwing a big carousel on the page and being done with it, thinking about making a website like an essay encourages us to focus on the tough questions. We need an introduction, we need to provide evidence for our statements, we need a conclusion, etc. This way we don’t have to get so caught up in the same old patterns that we’ve tried again and again in our work. And by treating web design like an essay, we can be weird with the design. We can establish a distinct voice and make it sound like an honest-to-goodness human being wrote it, too." writingwwwessays
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Empowered product teams When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. What went wrong? teamwork
What went wrong? If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong. Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question. And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question. Viability, usablity, feasibility