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.
My Life as an Architect in Tokyo
World renowned architect Kengo Kuma presents an enlightening tour of Tokyo, expressing his personal thoughts and reflections on the city's most influential buildings and its rich architectural heritage.
A collection of villages
I became a 'border person', as defined by the sociologist and philosopher Max Weber, viewing Tokyo from an outsider's perspective. Observing the city while walking around its streets enabled me to discover a wide variety of location, cultures and people, and that Tokyo is a collection of small villages, rather than one big city.
...When I design a building in any city, I believe that the world is a collection of villages, instead of a group of nations.
Low wooden silhouettes
While [Kenzo] Tange aspired to verticality, we looked to horizontality, believing that pre-1964 Tokyo, with its low wooden silhouettes, was a better model for the city of the future.
Occupied by a void
Roland Barthes wrote that the centre of Tokyo is occupied by a void...it is a quiet forest that lies at Tokyo's heart.
...The centre of Tokyo is certainly a void, but one that is protected by a circular train line, the Yamanote, which forms a 40-km (25-mile) loop around it. It seems to me that this ring of steel emphasizes the importance of the void, and the depth of its significance.
Such an enormous machine
In cities across the world, industrial zones beside rivers and canals have become the focus of attention, with their unique vivacity associated with places where things are made.
...Because the area is designated as a semi-industrial zone, we were able to get away with such an enormous machine inside [the Starbucks Reserve Roastery].
A more spiritual place
In the centre of the forest is the sandō, leading up to the shrine. It follows an L-shaped curve, and is very different to the straight processional pathways found in religious buildings in the West or in China. Curves ensure that the view changes constantly, helping visitors make the transition to a deeper, more spiritual place.
The building as less important than the path
In the design of Japanese tea houses, the building is seen as less important than the path (roji) leading up to it, and tea masters of the past believed that the journey along the roji allowed participants to better immerse themselves in the slow time of the tea ceremony.
The gentle light of shoji screens
Le Corbusier, the greatest architect of the last century, noted that 'architecture is the learned game, correct and magnificent, of forms assembled in light', demonstrating to what extent light has been prioritized in the Western tradition. Tanizaki, on the other hand, spoke of the important of shadows, of extended eaves. Rather than the light that shines directly into a room, he praised the soft light that penetrates a space after being reflected off the floor, and again from the ceiling.
...In Japanese architecture, the gentle light that passes through shoji screens serves a key purpose. It reaches right to the back of the room, so that the space feels bright, even without the aid of artificial light. The soft light filtering through the white film at Takanawa Gateway Station represents a form of light that was forgotten about by Japanese Modernism.
The thin lip of a teacup
To give the building a sense of the delicacy associated with such crafts, as well as a feeling of warmth, I designed louvres from white porcelain panels, and used them to cover the outer walls. The louvres are tapered, to make their tips as fine as possible. (In fact, making tips as thin as possible is one of my key design principles: the thin lip of a teacup allows a better experience of the subtleties of tea - this is always at the forefront of my mind when I pay such close attention to edges.)
Skyscrapers are frowned upon
During the twentieth century, much importance was attached to things that were big and tall, but, as we moved into the twenty-first century, I felt that being big and tall had become embarrassing.
...Today, skyscrapers are frowned upon in Japan, and are seen as the product of the mistaken mindset that prevailed during the country is period of enhanced growth.
The Metabolist philosophy
Tange put Tsukiji as the centre of his plan, which now seems grandiose and delusional. His design for the Dentsu building had much in common with the Metabolist philosophy of the 1960s, which maintained that buildings needed to continually evolve in a flexible way.
...With [the Nakagin Capture Tower], Kurokawa's Metabolist philosophy was fully realized. After it was completed, however, it became almost impossible to switch over the capsules - indeed, since its completion, not one of the capsules has been moved. As a result, the Metabolist movement has been forgotten. Yet its core principles, which sought to draw architectural lessons from living organisms, has much inspiration to offer society today.
A city of hills
Many of the stations [on the Yamanote Line] have one entrance on the uphill side and another lower down, and the neighbourhoods around them have a totally different feel, depending on which exit you use to leave the station.
The hilly areas in Tokyo are mostly made up of quiet, well-to-do residential districts, while the lower sections often have more of a populist feel, with shopping arcades and small urban factories. As a result, the atmosphere outside the entrances are dramatically different in character. Take the wrong exit, and you might find yourself lost in a completely different kind of neighbourhood than you were expecting. In Tokyo, elite and working-class cultures exist alongside one another and mix together. I think the fundamental cause of this is the complexity of the city's topography.
...Tokyo is a city of hills, with most of it lying on an alluvial plain between the Tama and Kanda rivers. It is via these hills that the upland, elite neighbourhoods are connected with the more working-class areas down below. The slopes are thus a key part of the co-existence of these two worlds, used by people to come and go between them. Kagurazaka is particularly notable in this respect.
They can smell the wood
All of the wooden shelves used for storing books were on the warehouse's first floor. We decided to keep these shelves as they were to form a library, and we also created a small lecture hall for holding talks by writers and makers. Although contemporary society is moving away from books and towards computers and information technology, people nevertheless have a strong feeling of connection to – and nostalgia for – trees and things that are made from wood. La kagu is a space where visitors can really get a sense of the culture of books. When they step inside, some even say that they can smell wood.
As a kind of gateway
Historically, Japan's shrines have been built in order to worship the gods who live in the sacred mountains or seas; They don't reside in the shrine itself, but in the space beyond it. This belief that the spirits and deities exist beyond the confines of the shrine, and that the shrine itself acts not as a centre, but as a kind of gateway, is very different to the grand, imposing churches and cathedrals of Christianity.
The majority of shrines are not found in the mountains or in the middle of the fields, therefore, but at the borders of mountain villages – which is to say, at what is seen as the edge of the mountains. The tori gate, marking the entrance to a shrine, indicates that there are gods on the other side of it.
The golden poo
On the opposite bank of the Sumida River lies the Asahi Beer headquarters (1989), a strange building with a golden sculpture mounted on top of a granite-plated black box. It was designed by Philippe Starck, and completed in 198g when the Japanese economy was still going strong. The sculpture, with no clearly defined use, is a clear representation of its time. Today, the building is known as the 'golden poo', a reference to the shape of its crowning object.
Like crossing the sea
The Sumida is a symbol of Tokyo, but is not like the Thames in London or the Seine in Paris, or other rivers that are woven into the geography of the city. Its banks were pushed back, so that the river became extremely wide and travelling across it feels liberating, like crossing the sea.
These thrown-away items
I decided to furnish the restaurant [Tetchan] with the kinds of discarded items one wouldn't normally use in interior design, from recycled LAN cables to acrylic by-products.
When using discarded objects in interior design, it gives even brand-new places the feeling that they have always been there. I think this is due to the inherent history of these thrown-away items, which lives on inside of them.
Kengo Kuma's sketches