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.
Rethinking Repair
This chapter is an exercise in broken world thinking. It asks what happens when we take erosion, breakdown, and decay, rather than novelty, growth, and progress, as our starting points in thinking through the nature, use, and effects of information technology and new media.
The modern infrastructural ideal
The form and possibility of the "modern infrastructural ideal" is increasingly under threat, as cracks (sometimes literal ones) show up in our bridges, our highways, our airports, and the nets of our social welfare systems. For these and other reasons, broken world thinking asserts that breakdown, dissolution, and change, rather than innovation, development, or design as conventionally practices and thought about are the key themes and problems facing new media and technology scholarship today.
Attached to this, however, comes a second and more hopeful approach: namely, a deep wonder and appreciation for the ongoing activities by which stability (such as it is) is maintained, the subtle arts of repair by which rich and robust lives are sustained against the weight of centrifugal odds, and how sociotechnical forms and infrastructures, large and small, get not only broken but restored, one not-so-metaphoric brick at a time.
The fulcrum of these two worlds
Here, then, are two radically different forces and realities. On one hand, a fractal world, a centrifugal world, and always-almost-falling-apart world. On the other, a world in constant process of fixing and reinvention, reconfiguring and reassembling into new combinations and new possibilities...the fulcrum of these two worlds is repair.
A creature of bones, not words
In building connections, [articulation work] builds meaning and identity, sorting out ontologies on the fly rather than mixing and matching between fixed and stable entities. Articulation lives first and foremost in practice, not representation; as its proper etymology suggests, it's a creature of bones, not words. When articulation fails, systems seize up, and our sociotechnical worlds become stuff, arthritic, unworkable.
The world is always breaking
So the world is always breaking; it's in its nature to break.
A side that goes unrecognized
Edward Burtynsky, Shipbreaking #4.
Burtynsky's [shipbreaking] photos tell us important things about the themes of breakdown, maintenance, and repair raised here. The first is the extent to which such work is rendered invisible under our normal modes of picturing and theorizing technology. Burtynsky's photos share, in exquisite detail, a side or moment of technological life that goes for the most part unrecognized.
If we are to understand maintenance, repair, and technology more broadly, scenes such as Burtynsky's must be made empirically and conceptually familiar, even normal.
Turned into other things
Ask yourself this: for all the representations of great ships in history you've encountered, at what times and in what forms have you seen such vessels? In almost every instance it will be at moments of birth, or at the heights of strength and glory: the christening before the maiden voyage, rounding the cape, facing down the Spanish fleet, and so on. But what happens (or happened) to these ships? Save for the special cases of hostile sinking, shipwreck, or honorable retirement and preservation, it was this: they were disassembled, repurposed, stripped, and turned into other things.
An engine of technological difference
Whether at the level of national "technological styles" that shape and differentiate the nature of "same" technologies in different national contexts, or the simple but consequential variations by which industrial commodities are brought into, enlivened, and sustained within the circumstances of individual homes and lives, repair may constitute an important engine by which technological difference is produced and fit is accomplished.
The internet grew by breaking
The Internet grew by breaking, bumping up against the limits of existing protocols and practices and working around them, leaving behind almost by accident some of the properties that we now enumerate as key and distinctive virtues of the Internet as infrastructural form. Far from being a generalized cultural tendency or a property of individual minds, innovation in the technology space, as in culture more generally, is therefore organized around problems. This makes innovation simultaneously specific and in some measure collective in nature. And its engine is breakdown and repair.
What the fixer knows
Can repair sites and repair actors claim special insight or knowledge, by virtue of their positioning vis-à-vis the worlds of technology they engage? Can the fixer know and see different things—indeed, different worlds—than the better-known figures of "designer" or "user"?
Tool-being
Take Heidegger's notion of "tool-being", built around the central distinction between tools that are "ready-to-hand" versus "present-at-hand".
In the former state, technologies function as anticipated, do and stay where they're supposed to, and therefore sink below the level of conscious reflection. In the latter, the material world resists, obstructs, or frustrates action, and therefore calls attention to itself (precisely because we must now work to figure out and overcome barriers in our no-longer seamless world).
An ethics of mutual care
Foregrounding maintenance and repair as an aspect of technological work invites not only new functional but also moral relations to the world of technology. It references what is in fact a very old but routinely forgotten relationship of humans to things in the world: namely, an ethics of mutual care and responsibility.
To love deeply a world of things
Care brings the worlds of action and meaning back together, and reconnects the necessary work of maintenance with the forms of attachment that so often (but invisibly, at least to analysts) sustain it.
...What if we care about our technologies, and do so in more than a trivial way? This feature or property has sometimes been extended to technologies in the past, but usually only ones that come out of deep folk or craft traditions, and rarely the products of a modern industrial culture.
...Is it possible to love, and love deeply, a world of things?
We live in the aftermath
So do we live in later modernity, postmodernity, alternative modernity, or liquid modernity? Knowledge societies, information societies, network societies, or risk societies? New media, old media, dead media, or hypermedia? The world of information, the world of search, the world of networks, or the or the world of big data?
The answer is simple: like every generation before, we live in the aftermath.