Many a corner office I want you to consider instead the possibility that Waterfall came to exist, and continues to exist, for the convenience of managers: people whose methods are inherited from military and civil engineering, and who, more than anything else, need you to promise them something specific, and then deliver exactly what you promised them, when you promised you’d deliver it. There exists many a corner office whose occupant, if forced to choose, will take an absence of surprises over a substantive outcome. Dorian Taylor, Agile as Trauma surpriseplanning
In ways you didn't anticipate A Quote by Patrick Hebron www.noemamag.com I always have a hard time wrapping my mind around some of the classic user questions: What is this thing for, is it for novices or professionals, etc? I do my best to avoid these questions, because the best thing you can possibly accomplish as the maker of a tool is to build something that gets used in ways you didn’t anticipate. If you’re building a tool that gets used in exactly the ways that you wrote out on paper, you shot very low. You did something literal and obvious. All sorts of ways to use the machineHacking is the opposite of marketingStretching the productThis tactile form of doodling toolssurpriseux
The fastest way to learn something is to do something An Article by David R. MacIver notebook.drmaciver.com Suppose you have a problem to solve. What do you do? Well, you sit down and think real hard, and after extensive and careful planning you try the well thought out and rigorous solution that you have thought up. Right? No, wrong! Bad. The correct thing to do when you have a problem is: Think for a short amount of time. Make sure it is safe to try things. Try something you think will work. Observe the result. If you succeeded, yay you solved the problem! If it didn't work, think about what that means for the nature of the problem and try again. The Feynman Algorithm problemsprototypesfeedback