Product Features & Requirements
Measured by the number of its features
A grossly obese set of requirements
Requirements proliferation
Features and complexity
It's not the features that matter
I'm sorry, I love engineers
Content as value
Intramural brownie points
We optimize what we measure
Chesterton’s Fence
When users never use the features they asked for
Minimum Awesome Product
An Article by Carlos BeneytoUsers are accustomed to a minimum of quality, and they expect that of all new products.
If our product does not [meet basic expectations of quality], people will automatically believe that it is a bad product and they will not take it seriously. It is not what they expect.
Hence my suggestion that the MVP has died and the MAP: Minimum Awesome Product was born.
Time-based analytics
An Article by Ryan SingerAnalytics apps don't tell you much about usage behavior. You might be able to see how many users performed an event, or how many times they did it. But none of the analytics packages out there are good at showing you how often people do things. Are they using to-dos once a week? Every day? Only signing into the app once a month but happily paying for years?
Time matters. You can't understand usage without time.
What happens to user experience in a minimum viable product?
An Article by Ryan Singer"Feature complexity is like surface area and quality of execution is like height. I want a base level of quality execution across all features. Whenever I commit to building or expanding a feature, I'm committing to a baseline of effort on the user experience."
There’s a distinction to make: The set of features you choose to build is one thing. The level you choose to execute at is another. You can decide whether or not to include a feature like ‘reset password’. But if you decide to do it, you should live up to a basic standard of execution on the experience side.
Features can be different sizes with more or less complexity, but quality of experience should be constant across all features. That constant quality of experience is what gives your customers trust. It demonstrates to them that whatever you build, you build well.
August short No. 2: Glass
An Article by Riccardo MoriGlass looks and feels perfectly tailored to my photo sharing needs and expectations. For me it’s even better than pre-Facebook Instagram in the sense that it pushes me to select and share what I think are good photos (same as it happens with Flickr), rather than making me obsess with getting ‘the Instagram shot’ at all costs every day or multiple times in a day. It doesn’t cheapen photography like Instagram has done for years.
That’s why I hope Glass’s founders/developers will resist feature creep. Resist user objections like: I don’t think Glass is offering that much for the subscription price they’re asking. There are a lot of people who will gladly pay for having a cleaner, simpler, focused experience.
Feature parity
An ArticleWhilst Feature Parity often sounds like a reasonable proposition, we have learnt the hard way that people greatly underestimate the effort required, and thus misjudge the choice between this and the other alternatives. For example even just defining the 'as is' scope can be a huge effort, especially for legacy systems that have become core to the business.
Most legacy systems have 'bloated' over time, with many features unused by users (50% according to a 2014 Standish Group report) as new features have been added without the old ones being removed. Workarounds for past bugs and limitations have become 'must have' requirements for current business processes, with the way users work defined as much by the limitations of legacy as anything else. Rebuilding these features is not only waste it also represents a missed opportunity to build what is actually needed today. These systems were often defined 10 or 20 years ago within the constraints of previous generations of technology, it very rarely makes sense to replicate them 'as is'.
Software that nobody wants
An Article by Gandalf HudlowFinding value is the result of enabling individual and group-level discovery attempts. It's not the result of everyone following one leader's gut.
What just happened is a new software product/feature was created that no customer wanted. This happens way too often. In fact, most hyper important software projects that must be done by date certain or else, have deep flaws that cause some variation of this phenomenon, flaws that include:
- Not wanted - Company specified a solution to a problem that customers don't actually have
- No Rarity - Company is pursuing an iKnockoff of existing products. The market already has two scaled competitors with working solutions, customers naturally spend budget on products that are already successful to avoid risk
- Incorrect Packaging - Customers need a website, but the company created an iOS app instead
- Incorrect Pricing - Customers need SaaS pricing, but the company created a shrink wrapped, on-premise solution with CapEx and maintenance agreements instead
Adding is favoured over subtracting in problem solving
A Research PaperHow would you change this structure so that you could put a masonry brick on top of it without crushing the figurine, bearing in mind that each block added costs 10 cents? If you are like most participants in a study reported by Adams et al. in Nature, you would add pillars to better support the roof. But a simpler (and cheaper) solution would be to remove the existing pillar, and let the roof simply rest on the base.
A series of problem-solving experiments reveal that people are more likely to consider solutions that add features than solutions that remove them, even when removing features is more efficient.
Not Just a New Feature; a New Compact
A Fragment by Jorge ArangoMy sense is that Slack’s teams think of themselves as adding ‘features’ to a ‘product,’ instead of as stewards of a place where people work.
Understanding the Kano Model
An Article by Jared SpoolThe horizontal axis represents the investment the organization makes. As investment increases, the organization spends more resources on improving the quality (remember, Noriaka was a quality guy at heart) or adding new capabilities.
The vertical dimension represents the satisfaction of the user, moving from an extreme negative of frustration to an extreme positive of delight. (Neutral satisfaction being neither frustrated nor delighted is in the middle of the axis.)
It’s against the backdrop of these two axes that we see how the Kano Model works. It shows us there are three forces at work, which we can use to predict our users’ satisfaction with the investment we make.
Doing It Right
An Article by Brad FrostDoing it right requires a different pace of working and a much broader thought process than “ok, let’s get this thing out the door.” Which is super tough because most workplaces place a huge emphasis on getting things out the door, and fast. Little agile tickets that are expected to be completed in micro sprints to me seem to be antithetical to doing it right.
The Web is Industrialized and I Helped Industrialize It
An Article by Dave RupertIn our cultural obsession with billionaire entrepreneurs we laud new features more than the maintenance and incrementalism work of making old features better and more accessible. Maintenance looks like red minus signs in the spreadsheet. New features look like green plus signs. New features look better on our LinkedIn profiles. New features have that pizzazz, baby.
When gardening, the building of planters and initial planting is a very short process. The majority of your time is spent nurturing and monitoring growth. I personally feel the struggle between maintainer work and new shiny feature work. I enjoy that new feature smell but I know that my day-to-day is more like a janitor on a boat mopping up someone else’s barf. In terms of metaphors, the gardening metaphor is certainly better, and it acknowledges that design and development still tend to be more creative endeavors.
Yagni
A Definition by Martin FowlerYagni originally is an acronym that stands for "You Aren't Gonna Need It". It is a mantra from Extreme Programming that's often used generally in agile software teams. It's a statement that some capability we presume our software needs in the future should not be built now because "you aren't gonna need it".
Product vs. Feature Teams
An Article by Marty CaganThis article is certain to upset many people.
A Burglar's Guide to the City
To commune with the space
...having realized long ago that the best way to commune with an architectural space was by breaking into it.
Every building is infinite
For the burglar, every building is infinite.
Putting the streets to use
Tad Friend writes, if you build “nine hundred miles of sinuous highway and twenty-one thousand miles of tangled surface streets” in one city alone, then you’re going to find at least a few people who want to put those streets to use. This suggests that every city blooms with the kinds of crime most appropriate to its form.
Topology by other means
The burglar is a three-dimensional actor amid the two-dimensional surfaces and objects of the city. This means operating with a fundamentally different spatial sense of how architecture should work, and how one room could be connected to another. It means seeing how a building can be stented: engineering short-circuits where mere civilians, altogether less aggressive users of the city, would never expect to find them. Burglary is topology pursued by other means: a new science of the city, proceeding by way of shortcuts, splices, and wormholes.
Burglary's White Whale
If all cities already contain the crimes that will occur there, then, taken to its logical conclusion, this suggests there might be a kind of Moby-Dick of crime, a White Whale of urban burglary: a town or city so badly designed that the entire place can be robbed in one go.
Tarzan of the concrete jungle
Weissmuller was most famous for playing Tarzan, and swinging into his apartment from a ledge outside had a wild irony, like some new Tarzan of the concrete jungle updating the character for an urban age.
The source code for SimCity
Local Code was Sorkin’s attempt to design a whole city from scratch—with one big twist. The whole thing had been written as if it were the byzantine, nearly impossible to follow codes and regulations for an entire, hypothetical metropolis. The effect is like stumbling upon the source code for SimCity. Sorkin’s exhaustively made point was that, if you know everything about a given metropolis, from its plumbing standards to its parking requirements, its sewer capacity to the borders of its school districts, then you could more or less accurately imagine the future form of that city from the ground up.
Architectural dark matter
Every building had its rhythms. These service corridors were the internal hinterlands—the architectural dark matter—so beloved by Bill Mason.
Vamburglars
Burglary was originally only possible in a household or dwelling; the very word contains an etymological variant on the Latin burgus, for “castle” or “fortified home” (from which other words, such as burgher and even borough, also derive). Common law definitions of burglary also originally required the person to break into a house or dwelling at night. Giving historical burglary an oddly vampiric dimension, you could not, legally speaking, be a burglar while the sun was still out.
The close
Think of it as an invisible geometric shape perceptible only to lawyers—a conceptual pane of glass that might not have kept the rain out but could, for legal purposes, be used to define the original limits of the car’s interior. This is the close, and defining it is ultimately just a form of connecting the dots: drawing an imaginary line from the corner of an open window to the edge of a nearby wall to the front gate of a home garden, and so on.
Breaking the close thus constitutes entry into a “protected interior” or “specified enclosure".
To deter crime
“To deter crime,” Cisneros explains, “spaces should convey to would-be intruders a strong sense that if they enter they are very likely to be observed, to be identified as intruders, and to have difficulty escaping.”
Architectural sequences
Noted designer and architectural theorist Bernard Tschumi would call the predictable repetition of events inside an architectural space a sequence: a linear series of actions and behaviors that are at least partially determined by the design of the space itself.
Architectural screenplays
Tschumi began to explore this notion through what he called screenplays: each “screenplay” was a black-and-white diagram breaking down a range of events that might occur inside an architectural space. Tschumi drew them in a way that resembled dance notation or the spatial analysis of a film scene.
The City of Light
Streetlights were one of many new patrol tools implemented by Louis XIV’s lieutenant general of police, Gabriel Nicolas de la Reynie. De la Reynie’s plan ordered that lanterns be hung over the streets every sixty feet—with the unintended side effect that Paris soon gained its popular moniker, the City of Light. The world’s most romantic city takes its nickname from a police operation.
Spatial expectations
Loya, who served seven years in prison for multiple bank heists before becoming a writer, explained to me that it was during the getaway that he often had the best chance of thwarting people’s spatial expectations. In his case, this meant that what he did immediately after leaving the bank was often the most important decision of all.
The getaway to end all getaways
Any attempt to track down the perfect getaway is made all the more complex because almost everything we know about burglary—including how they did (or did not) get away—comes from the burglars we’ve caught. As sociologist R. I. Mawby pithily phrases this dilemma, “Known burglars are unrepresentative of burglars in general.” Great methodological despair is hidden in such a comment. Studying burglary is thus a strangely Heisenbergian undertaking, riddled with uncertainty and distorted by moving data points. The getaway to end all getaways—the one that leaves us all scratching our heads—to no small extent remains impossible to study.
Every heist is a counterdesign
Heists obsess people because of what they reveal about architecture’s peculiar power: the design of new ways of moving through the world. Every heist is thus just a counterdesign—a response to the original architect.
All the things we want to do
This is precisely where “burglary” becomes a myth, a symbol, a metaphor: it stands in for all the things people really want to do with the built environment, what they really want to do to sidestep the obstacles of their lives.