The things that you’re meant to do A Quote by Josh Wardle slate.com I used to work in Silicon Valley, and I’m aware of the things that, especially with games, you’re meant to do with people’s attention. You’re trying to capture as much of people’s attention as you can. So that involves things like endless play, or sending them push notifications, or asking them for sign-up information. And philosophically, I enjoy doing the opposite of all those things, doing all the things that you are not meant to do, which I think has bizarrely had this effect where the game feels really human and just enjoyable. And that really resonates with where we’re at right now in the world and with COVID, and then also we’re trying to figure out, what is tech? What has tech become? I think that really resonates with people, and no ads—well, no monetization. People ask me a lot about these things, and it was like, I was literally just making a game for my partner, and I made some decisions that we would like. attentiongamessoftwaredesign
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. Marty Cagan, Product vs. Feature Teams svpg.com What went wrong? teamwork