Working with Brian Eno on design principles for streets An Article by Dan Hill & Brian Eno medium.com Think like a gardener, not an architect: design beginnings, not endings Unfinished = fertile Artists are to cities what worms are to soil. A city’s waste should be on public display. Make places that are easy for people to change and adapt (wood and plaster, as opposed to steel and concrete.) Places which accommodate the very young and the very old are loved by everybody else too. Low rent = high life Make places for people to look at each other, to show off to each other. Shared public space is the crucible of community. A really smart city is the one that harnesses the intelligence and creativity of its inhabitants. collectionsurbanismstreetscitieswastegardens
The answer to a brief is not necessarily a building An Article by Dan Hill medium.com This brilliantly engaging book may actually be one of the first to describe and discuss what might be architecture’s true value at this pivotal point in our own history: seeing that everything is connected, and artfully hosting that complexity, before constructively plotting routes towards clarity, pinned up on broad civic, ethical foundations. So Architects after Architecture, as the title suggests, is not about buildings. Or at least not always, not directly. Buildings are simply one of the ways that this complex yet constructive sensibility might exert itself, but they are certainly not the only way, nor are they always the most potent – as muf’s Liza Fior makes clear here, when she says “the answer to a brief is not necessarily a building.” The Best Interface is No Interface architectureconnection
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