Creations of human artifice In the twenty-first century, the question most of us ask when disaster strikes is not "How could God let that happen?" but "Who screwed up?" This is a salutary development: We take responsibility for the world we live in. Whether or not our world is the best of all possible worlds, it is a world we have made for ourselves. We live in an engineered landscape, on an engineered planet. Our cities and farms, our dwellings and vehicles, our power plans and communication networks—these are all creations of human artifice. If we don't like it here, we have only ourselves to blame. Brian Hayes, Infrastructure: A Guide to the Industrial Landscape humanityinfrastructuretechnologydisaster
When it goes wrong Kris: It's not my fault when it goes wrong. Jeff: Yes it is. Shane Carruth, Upstream Color lovedisaster
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