process
On Process
People get confused, companies get confused. When they start getting bigger, they want to replicate their initial success, and a lot of them think that somehow there’s some magic in the process that they’ve created. And so they start to institutionalize process across the company. And before very long people get very confused that the process is the content.
In my career I’ve found that the best people are the ones who really understand the content. And they’re a pain in the butt to manage. But you put up with it because they’re so great at the content. And that’s what makes great products. It’s not process, it’s content.
Just-in-time manufacturing
Get embedded in the team. Designers should use sprint planning, grooming, standup, and retro as opportunities to provide design to — and receive feedback from — the rest of the team. Designs can take the form of written or verbal descriptions, not just wireframes and high-fidelity mockups.
Only design what’s needed. Use constant communication between engineering and product partners to understand what your collaborators will need next. Then, plan on delivering only what is needed, and nothing more. Use the agile process — grooming, planning, and retro — to find any shortfalls or excesses.
Avoid creating a backlog of designs. Designs don’t age well. In the time between finishing design and shipping code, it’s likely that you’ll learn something new that changes your understanding. If you’re producing more design than can be implemented, focus more on the quality of each design.
How beautiful the world would be if there were a procedure for moving through labyrinths
Design skirmishes
it is apparent that the unfolding of the design process assumed a distinctly episodic structure, which we might characterize as a series of related skirmishes with various aspects of the problem at hand.
As the scope of the problem became more determined and finite for the designer, the episodic character of the process seems to have become less pronounced. During this period a systematic working out of issues and conditions took hold within the framework that had been established. This phenomenon is not at all surprising when we consider the fundamental difference between moments of problem solving when matters are poorly defined and those with clarity and sufficiency of structure.
Within the episodic structure of the process, the problem, as perceived by the designer, tends to fluctuate from being rather nebulous to being more specific and well-defined. Furthermore, moments of "blinding" followed by periods of backtracking take place, where blinding refers to conditions in which obvious connections between various considerations of importance go unrecognized by a designer.
How we can do better
It actually doesn't matter whether you actually have a formal retrospective. It doesn't matter whether you have four or five labels of things on your retro board, or exactly how you do the retro. What does matter is the notion of thinking about what we're doing and how we can do better, and it is the team that's doing the work that does this, that is the central thing.
Holistic and prescriptive technologies
Holistic technologies are normally associated with the notion of craft. Artisans, be they potters, weavers, metal-smiths, or cooks, control the process of their own work from beginning to finish. Using holistic technologies does not mean that people do not work together, but the way in which they work together leaves the individual worker in control of a particular process of creating or doing something.
The opposite is specialization by process; this I call prescriptive technology. Here, the making or doing of something is broken down into clearly identifiable steps. Each step is carried out by a separate worker, or group or workers, who need to be familiar only with the skills of performing that one step. This is what is normally meant by "division of labor".
That which requires caring
Today's real world of technology is characterized by the dominance of prescriptive technologies.
The temptation to design more or less everything according to prescriptive and broken-up technologies is so strong that it is even applied to those tasks that should be conducted in a holistic way. Any tasks that require caring, whether for people or nature, any tasks that require immediate feedback and adjustment, are best done holistically. Such tasks cannot be planed, coordinated, and controlled the way prescriptive tasks must be.
Prescriptive technologies eliminate the occasions for decision-making and judgment in general and especially for the making of principled decisions. Any goal of the technology is incorporated a priori in the design and is not negotiable.
Direct management
Direct Management does not include or permit the concept of profit to occur. The management is fee-based, or based as a fixed salary, and all construction costs are fixed ahead of time, and the building design is modified during construction, to make up any over-runs. The manager is not able to move money around at will, or put it in their pocket. At the same time, the design is approximately fixed, but with the understanding that it may be changed, during the evolution of the building, so that subtle adaptations can be included in the emerging building. In the Direct Management method it is the architect themselves and the direct manager who together manage the building works and all on-site construction for the owner.
Manifesto for Agile Software Development
A DefinitionWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Deadlines are bullshit
An ArticleIn software development deadlines are a necessary evil. It is important to understand when they are necessary, and it is important to understand why they are evil.
- External vs. internal deadlines
- Why are internal deadlines evil?
- Engineers who love their work
The Design Diagram
An Idea by Charles Eames & Ray EamesThis Eames drawing, often referred to as the Design Diagram, was created for a 1969 exhibition at the Louvre entitled, What is Design? Charles and Ray mailed it to the exhibition curator to augment their answers to a series of questions she had posed.
In Defence of Intuition
An Essay by Boris MüllerDesign, it seems, is not only becoming more methodical but also more scientific. This is not surprising. Design as a discipline has moved from “product beautification” to being a central part of product development. It has incorporated methodologies from human-computer interaction, sociology, and anthropology as well as advertising and management. And with the rise of design thinking, a wider range of professional disciplines are using creative methods.
I don’t want to criticize design methodologies. But against the backdrop of an overly structured design process, it is important to remind our community that there is one fundamental aspect to design that cannot be formalized in a methodology. And that is intuition.
Why we need to stop over-complicating UX
An Article by Hugo FroesMany have become so focused on the process and methodologies that they’ve forgotten the fundamentals of why we started focusing on the user and what we hope to achieve with that focus.
Beyond Artboards
An Essay by Chuánqí SunThe Pursuit of Lossless Design-Development Handoffs.
Just-in-time Design
An Article by Matthew StrömThere is a disconnect between product design and product engineering.
The Hot Potato Process
An Article by Dan MallThe big misconception I’ve seen designers and developers often fall victim to is believing that handoff goes one way. Designers hand off comps to developers and think their work is done. That puts a lot of pressure on the designer to get everything perfect in one pass.
Instead, great collaboration follows what Brad Frost and I call “The Hot Potato Process,” where ideas are passed quickly back and forth from designer to developer and back to designer then back to developer for the entirety of a product creation cycle.
Building Momentum
An Article by Dan MallFight the Waterfall
Start all of the pieces of work a little bit earlier. The key to starting work early is not succumbing to the pressure of having to finish the work. Don’t worry about finishing. If you’re a developer, you can start doing things while your design or information architect are working because a lot of your work actually isn’t dependent on their work. Some of it is, so you probably won’t be able to finish, but that shouldn’t stop you from starting.
Share Work-in-Progress Early and Often
When you share work-in-progress, share it with the caveat that no feedback is needed at this point. You’re simply sharing it to let people know where you are. For example, if you have to make 12 wireframes, share it when you finish 2 or 3. Rather than spending a whole week to drop 12 wireframes, share 2 – 3 wireframes every 2 days. The more often you do this, you start to build rhythm, and rhythm builds momentum.
The care and feeding of software engineers (or, why engineers are grumpy)
An Article by Nicholas ZakasWe do say “no” very quickly, not just to designs, but to everything. That led me into thinking about the psychology of software engineers and what makes us the way we are.
The art of taking
A Quote"By making it possible for the photographer to observe his work and his subject simultaneously, and by removing most of the manipulative barriers between the photographer and the photograph, it is hoped that many of the satisfactions of working in the early arts can be brought to a new group of photographers. The process must be concealed from—non-existent for—the photographer, who by definition need think of the art in taking and not in making photographs. In short, all that should be necessary to get a good picture is to take a good picture, and our task is to make that possible."
— Edwin H. Land, co-founder of Polaroid
Painting With the Web
An Article by Matthias OttSo 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.
Technical debt as a lack of understanding
An Article by Dave Rupert"If you develop a program for a long period of time by only adding features but never reorganizing it to reflect your understanding of those features, then eventually that program simply does not contain any understanding and all efforts to work on it take longer and longer.” — Ward Cunningham
The Art of Doing Science and Engineering: Learning to Learn
The Art of Doing Science and Engineering is the full expression of what "You and Your Research" outlined. It's a book about thinking; more specifically, a style of thinking by which great ideas are conceived.
Gifts of knowledge to humanity
There are many commonalities we can admire in these endeavors: the dazzling leap of imagination, the broad scope of applicability, the founding of a new paradigm. But let’s focus here on their form of distribution. These are all things that are taught. To “use” them means to learn them, understand them, internalize them, perform them with one’s own hands. They are free to any open mind.
In Hamming’s world, great achievements are gifts of knowledge to humanity.
Hamming-greatness
Hamming-greatness is tied, inseparably, with the conception of science and engineering as public service. This school of thought is not extinct today, but it is rare, and doing such work is not impossible, but fights a nearly overwhelming current.
It cannot be taught in words
How to be a great painter cannot be taught in words; one learns by trying many different approaches that seem to surround the subject. Art teachers usually let the advanced student paint, and then make suggestions on how they would have done it, or what might also be tried, more or less as the points arise in the student’s head—which is where the learning is supposed to occur!
Preparing for problems
I firmly believe in Pasteur’s remark, “Luck favors the prepared mind.” In this way I can illustrate how the individual’s preparation before encountering the problem can often lead to recognition, formulation, and solution.
Student's future, not teacher's past
Teachers should prepare the student for the student’s future, not for the teacher’s past.
If you know what you are doing
In science, if you know what you are doing, you should not be doing it.
In engineering, if you do not know what you are doing, you should not be doing it.The homogeneity of knowledge
The standard process of organizing knowledge by departments, and sub-departments, and further breaking it up into separate courses, tends to conceal the homogeneity of knowledge, and at the same time to omit much which falls between the courses.
Another goal of the course is to show the essential unity of all knowledge rather than the fragments which appear as the individual topics are taught. In your future anything and everything you know might be useful, but if you believe the problem is in one area you are not apt to use information that is relevant but which occurred in another course.
An information service society
Society is steadily moving from a material goods society to an information service society. At the time of the American Revolution, say 1780 or so, over 90% of the people were essentially farmers—now farmers are a very small percentage of workers.
What will the situation be in 2020? As a guess I would say less than 25% of the people in the civilian workforce will be handling things; the rest will be handling information in some form or other. In making a movie or a tv program you are making not so much a thing, though of course it does have a material form, as you are organizing information.
From hands to machines
It has rarely proved practical to produce exactly the same product by machines as we produced by hand. Mechanization requires you produce an equivalent product, not identically the same one.
A matter of choice and balance
More than ever before, engineering is a matter of choice and balance rather than just doing what can be done. And more and more it is the human factors which will determine good design—a topic which needs your serious attention at all times.
Central planning gives poor results
Central planning has been repeatedly shown to give poor results (consider the Russian experiment, for example, or our own bureaucracy). The persons on the spot usually have better knowledge than can those at the top and hence can often (not always) make better decisions if things are not micromanaged.
"Real programmers"
At the time the Symbolic Assembly Program (SAP) first appeared I would guess about 1% of the older programmers were interested in it—using SAP was “sissy stuff,” and a real programmer would not stoop to wasting machine capacity to do the assembly.
Using your own expertise
Almost all professionals are slow to use their own expertise for their own work. The situation is nicely summarized by the old saying, “The shoemaker’s children go without shoes.”
History tends to be charitable
History tends to be charitable. It gives credit for understanding what something means when we first do it. But there is a wise saying, “Almost everyone who opens up a new field does not really understand it the way the followers do.”
The reason this happens so often is the creators have to fight through so many dark difficulties, and wade through so much misunderstanding and confusion, they cannot see the light as others can, now the door is open and the path made easy.
Mass production of variable products
Computers have opened the door much more generally to the mass production of a variable product, regardless of what it is: numbers, words, word processing, making furniture, weaving, or what have you. They enable us to deal with variety without excessive standardization, and hence we can evolve more rapidly to a desired future!
Thinking is a matter of degree
Perhaps “thinking” is not a yes/no thing, but maybe it is a matter of degree.
Making coal miners into programmers
Many humans at present are not equipped to compete with machines—they are unable to do much more than routine jobs. There is a widespread belief (hope?) that humans can compete, once they are given proper training. However, I have long publicly doubted you could take many coal miners and make them into useful programmers.
A minimum size to fish
There is the famous story by Eddington about some people who went fishing in the sea with a net. Upon examining the size of the fish they had caught, they decided there was a minimum size to the fish in the sea! Their conclusion arose from the tool used and not from reality.
Spelled with a lowercase letter
I used to tease John Tukey that you are famous only when your name was spelled with a lowercase letter such as watt, ampere, volt, fourier (sometimes), and such.
Why it can't be done
Moral: when you know something cannot be done, also remember the essential reason why, so later, when the circumstances have changed, you will not say, “It can’t be done.”
When you decide something is not possible, don’t say at a later date it is still impossible without first reviewing all the details of why you originally were right in saying it couldn’t be done.
Intellectual shelf life
Let lab equipment lie idle for some time, and suddenly it will not work properly! This is called “shelf life,” but it is sometimes the shelf life of the skills in using it rather than the shelf life of the equipment itself! I have seen it all too often in my direct experience. Intellectual shelf life is often more insidious than is physical shelf life.
Beware of jargon
Beware of jargon—learn to recognize it for what it is, a special language to facilitate communication over a restricted area of things or events. But it also blocks thinking outside the original area it was designed to cover. Jargon is both a necessity and a curse.
You cannot consume what is not produced
The only law of economics that I believe in is Hamming’s law: “You cannot consume what is not produced.” There is not another single reliable law in all of economics I know of which is not either a tautology in mathematics or else sometimes false.
I walked the crest of the dune
Thus piece by piece I walked the crest of the dune, and each time the solution slipped on one side or the other I knew what to do to get back on the track.
God loved sand
“God loved sand, He made so much of it.” I heard, inside myself, that we were already having to exploit lower-grade copper mines, and could only expect to have an increasing cost for good copper as the years went by, but the material for glass is widely available and is not likely to ever be in short supply.
The Hawthorne effect
At the Hawthorne plant of Western Electric, long, long ago, some psychologists were trying to improve productivity by making various changes in the environment. They painted the walls an attractive color, and productivity rose. They made the lighting softer, and productivity rose. Each change caused productivity to rise. One of the men got a bit suspicious and sneaked a change back to the original state, and productivity rose! Why? It appears that when you show you care, the person on the other end responds more favorably than if you appear not to care. The workers all thought the changes were being made for their benefit and they responded accordingly. In the field of education, if you tell the students you are using a new method of teaching, then they respond by better performance, and so, incidentally, does the professor. A new method may or may not be better, indeed it may be worse, but the Hawthorne effect, which is not small in the educational area, is likely to indicate that here is a new, important, improved teaching method. It hardly matters what the new method is; its trial will produce improvements if the students perceive it as being done for their benefit.
What you learn for yourself
What you learn from others you can use to follow;
What you learn for yourself you can use to lead.The unreasonable effectiveness of mathematics
We now see that all this “truth” which is supposed to reside in mathematics is a mirage. It is all arbitrary, human conventions.
But we then face the unreasonable effectiveness of mathematics. Having claimed there was neither “truth” nor “meaning” in the mathematical symbols, I am now stuck with explaining the simple fact that mathematics is used and is an increasingly central part of our society, especially in science and engineering. We have passed from absolute certain truth in mathematics to the state where we see there is no meaning at all in the symbols—but we still use them! We put the meaning into the symbols as we convert the assumptions of the problem into mathematical symbols, and again when we interpret the results. Hence we can use the same formula in many different situations—mathematics is sort of a universal mental tool for clear thinking.
What can be put into words
It is not evident, though many people, from the early Greeks on, implicitly act as if it were true, that all things, whatsoever they may be, can be put into words—you could talk about anything: the gods, truth, beauty, and justice. But if you consider what happens in a music concert, then it is obvious that what is transmitted to the audience cannot be put into words—if it could, then the composer and musicians would probably have used words. All the music critics to the contrary, what music communicates cannot (apparently) be put into words. Similarly, but to a lesser extent, for painting. Poetry is a curious field where words are used but the true content of the poem is not in the words!
Initial psychological distance
Creativity seems, among other things, to be “usefully” putting together things which were not perceived to be related before, and it may be the initial psychological distance between the things which counts most.
Tossing an idea around
Can we do anything to increase creativity? There are training courses, and books, as well as “brainstorming sessions” which are supposed to do this. Taking the brainstorming sessions first, while they were very fashionable at one time, they have generally been found to be not much good when formally done, when a brainstorming session is carefully scheduled. But we all have had the experience of “tossing an idea around” with a friend, or a few friends (but not a large group, generally), from which insight, creativity, or whatever you care to call it, arises and we make progress.
Prepare your mind for the future
Probably the most important tool in creativity is the use of an analogy. Something seems like something else which we knew in the past. Wide acquaintance with various fields of knowledge is thus a help—provided you have the knowledge filed away so it is available when needed, rather than to be found only when led directly to it. This flexible access to pieces of knowledge seems to come from looking at knowledge while you are acquiring it from many different angles, turning over any new idea to see its many sides before filing it away. This implies effort on your part not to take the easy, immediately useful “memorizing the material” path, but to prepare your mind for the future.
Stuck with a problem
If you cannot drop a wrong problem, then the first time you meet one you will be stuck with it for the rest of your career.
Experts and impossibility
If an expert says something can be done he is probably correct, but if he says it is impossible then consider getting another opinion.
Always time to fix it later
As the saying goes:
There is never time to do the job right, but there is always time to fix it later,
especially in computer software!
The average adult
Averages are meaningful for homogeneous groups (homogeneous with respect to the actions that may later be taken), but for diverse groups averages are often meaningless. As earlier remarked, the average adult has one breast and one testicle.
Solution to evaluation and back again
A second reason the systems engineer’s design is never completed is the solution offered to the original problem usually produces both deeper insight and dissatisfactions in the engineers themselves.
Furthermore, while the design phase continually goes from proposed solution to evaluation and back again and again, there comes a time when this process of redefinement must stop and the real problem be coped with—thus giving what they realize is, in the long run, a suboptimal solution.
The heart of systems engineering
While the client has some knowledge of his symptoms, he may not understand the real causes of them, and it is foolish to try to cure the symptoms only. Thus while the systems engineers must listen to the client, they should also try to extract from the client a deeper understanding of the phenomena. Therefore, part of the job of a systems engineer is to define, in a deeper sense, what the problem is and to pass from the symptoms to the causes.
Just as there is no definite system within which the solution is to be found, and the boundaries of the problem are elastic and tend to expand with each round of solution, so too there is often no final solution, yet each cycle of input and solution is worth the effort. A solution which does not prepare for the next round with some increased insight is hardly a solution at all.
I suppose the heart of systems engineering is the acceptance that there is neither a definite fixed problem nor a final solution, rather evolution is the natural state of affairs. This is, of course, not what you learn in school, where you are given definite problems which have definite solutions.