planning
The Thing-deadline calculus
The best-laid plans
But bulldozers move mountains
Good design is redesign
Obsessed with absolute numbers
A warning against the limitations of my own prescriptions
The plan must anticipate all that is needed
Many a corner office
Individuals matter
Driving engineers to an arbitrary date is a value destroying mistake
The value-destroying effect of arbitrary date pressure on code
An Article by Gandalf HudlowThe mandate from above is clear, just get it done! Avoid everything that's in the way: all advice, all expertise, all discovery efforts that detract from hitting the Date™!
What these organizations don't realize is that all software change can be modeled as three components: Value, Filler and Chaos. Chaos destroys Value and Filler is just functionality that nobody wants. When date pressure is applied to software projects, the work needed to remove Chaos is subtly placed on the chopping block. Work like error handling, clear logging, chaos & load testing and other quality work is quietly deferred in favor of hitting the Date™.
Hofstadter's Law
An Idea by Douglas HofstadterIt always takes longer than you expect, even when you take into account Hofstadter's Law.
Planning doesn't make for better software
A Fragment by Robin RendleMy own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it.
Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me.
After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64.
Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way.
Yagni
A Definition by Martin FowlerYagni originally is an acronym that stands for "You Aren't Gonna Need It". It is a mantra from Extreme Programming that's often used generally in agile software teams. It's a statement that some capability we presume our software needs in the future should not be built now because "you aren't gonna need it".
Painting With the Web
So much about [Gerhard Richter's painting process] reminds me of designing and building for the Web: The unpredictability, the peculiarities of the material, the improvisation, the bugs, the happy accidents. There is one crucial difference, though. By using static wireframes and static layouts, by separating design and development, we are often limiting our ability to have that creative dialogue with the Web and its materials. We are limiting our potential for playful exploration and for creating surprising and novel solutions. And, most importantly, we are limiting our ability to make conscious, well-informed decisions going forward. By adding more and more layers of abstraction, we are breaking the feedback loop of the creative process.
A constant dialogue
Have you ever seen Gerhard Richter painting?
It is phenomenal to watch. He might start one of his large, abstract paintings by carefully applying oil paint to the canvas with a thick brush. Then, he begins to scrape, smear, or add new layers of paint with a large, home-made squeegee. After each change, Richter pauses, takes a step back, and looks at the result: What did just happen with the picture? What composition has come about? Where have interesting parts emerged? What is the next move that might bring the piece one step closer to completion? And which action would be a mistake? There is a lot of intention and carefulness in this process, yet Richter equally respects the results of accident and chance. He lets go of a certain kind of control to let things happen that are surprising and exciting. But at the same time, Richter always exerts enough control to influence the result. He decides what to keep and what to destroy. It is the ultimate creative process: a constant dialogue.
Constant reflection and refinement
Ask any artist, musician, or writer and they might tell you that this conversation at the heart of the creative process is what makes their work special and so fulfilling. No piece of art exists in its final form in the head of the artist before the first brush stroke is put on the canvas. No musician has a full piece of music in her head without a conversation with instruments or the score. And no novel is done before the first word is put on paper or a computer screen. Constant reflection and refinement are key to creating any piece of work. This is what lets creators of any profession learn and grow, and, ultimately, achieve mastery. And the same is true for any user interface, design pattern, piece of code, or content on the Web.