1. ⁘  ⁘  ⁘
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  37. brutalism 7
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  39. bureaucracy 12
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  48. Cegłowski, Maciej 6
  49. Cervantes, Miguel de 7
  50. chance 11
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  53. childhood 6
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  55. choice 8
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  58. Cleary, Thomas 8
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  73. Coyier, Chris 4
  74. craft 66
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  76. crime 9
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  78. critique 10
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  80. Cross, Anita Clayburn 10
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  124. Fowler, Martin 4
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  136. Gombrich, E. H. 4
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  138. Graham, Paul 37
  139. graphics 13
  140. Greene, Erick 6
  141. Hamming, Richard 45
  142. happiness 17
  143. Harford, Tim 4
  144. Harper, Thomas J. 15
  145. Hayes, Brian 28
  146. heat 7
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  148. Herbert, Frank 4
  149. Heschong, Lisa 27
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  153. Hofstadter, Douglas 6
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  155. Hoy, Amy 4
  156. Hoyt, Ben 5
  157. html 11
  158. Hudlow, Gandalf 4
  159. humanity 16
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  161. Huxley, Aldous 7
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  163. i 18
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  166. images 10
  167. industry 9
  168. information 42
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  170. innovation 15
  171. interaction 10
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  174. intuition 8
  175. invention 10
  176. Irwin, Robert 65
  177. Isaacson, Walter 28
  178. Ishikawa, Sara 33
  179. iteration 13
  180. Ive, Jonathan 6
  181. Jackson, Steven J. 14
  182. Jacobs, Jane 54
  183. Jacobs, Alan 5
  184. Jobs, Steve 20
  185. Jones, Nick 5
  186. Kahn, Louis 4
  187. Kakuzō, Okakura 23
  188. Kaufman, Kenn 4
  189. Keith, Jeremy 6
  190. Keller, Jenny 10
  191. Keqin, Yuanwu 8
  192. Ketheswaran, Pirijan 6
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  194. Kitching, Roger 7
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  199. knowledge 29
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  215. MacWright, Tom 5
  216. Magnus, Margaret 12
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  218. management 14
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  230. metrics 19
  231. microsites 49
  232. Miller, J. Abbott 10
  233. Mills, C. Wright 9
  234. minimalism 10
  235. Miyazaki, Hayao 30
  236. Mod, Craig 15
  237. modularity 6
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management

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  • -2000 Lines Of Code

    An Article by Andy Hertzfeld
    www.folklore.org

    Bill Atkinson...who was by far the most important Lisa implementor, thought that lines of code was a silly measure of software productivity. He thought his goal was to write as small and fast a program as possible, and that the lines of code metric only encouraged writing sloppy, bloated, broken code.

    ...He was just putting the finishing touches on the optimization when it was time to fill out the management form for the first time. When he got to the lines of code part, he thought about it for a second, and then wrote in the number: -2,000.

    I'm not sure how the managers reacted to that, but I do know that after a couple more weeks, they stopped asking Bill to fill out the form, and he gladly complied.

    1. ​​The amount of work not done​​
    • metrics
    • code
    • management
    • productivity
  • Just-in-time manufacturing

    Get embedded in the team. Designers should use sprint planning, grooming, standup, and retro as opportunities to provide design to — and receive feedback from — the rest of the team. Designs can take the form of written or verbal descriptions, not just wireframes and high-fidelity mockups.

    Only design what’s needed. Use constant communication between engineering and product partners to understand what your collaborators will need next. Then, plan on delivering only what is needed, and nothing more. Use the agile process — grooming, planning, and retro — to find any shortfalls or excesses.

    Avoid creating a backlog of designs. Designs don’t age well. In the time between finishing design and shipping code, it’s likely that you’ll learn something new that changes your understanding. If you’re producing more design than can be implemented, focus more on the quality of each design.

    Matthew Ström, Just-in-time Design
    matthewstrom.com
    • process
    • management

    We can apply JIT to design by following some of the key principles outlined by Mehran Sepehri in Just in Time, Not Just in Japan.

  • Central planning gives poor results

    Central planning has been repeatedly shown to give poor results (consider the Russian experiment, for example, or our own bureaucracy). The persons on the spot usually have better knowledge than can those at the top and hence can often (not always) make better decisions if things are not micromanaged.

    Richard Hamming, The Art of Doing Science and Engineering: Learning to Learn
    1. ​​The management strategy that saved Apollo 11​​
    • management
  • Direct management

    Direct Management does not include or permit the concept of profit to occur. The management is fee-based, or based as a fixed salary, and all construction costs are fixed ahead of time, and the building design is modified during construction, to make up any over-runs. The manager is not able to move money around at will, or put it in their pocket. At the same time, the design is approximately fixed, but with the understanding that it may be changed, during the evolution of the building, so that subtle adaptations can be included in the emerging building. In the Direct Management method it is the architect themselves and the direct manager who together manage the building works and all on-site construction for the owner.

    Christopher Alexander, The Battle for the Life and Beauty of the Earth
    • process
    • management
    • business
  • The problem of schedule

    We have emphasized, from the beginning, that in order to achieve really profound quality in this project, it is necessary to be able to modify it continuously, during the process of construction. This in turn requires that the Manager is alive to the fact that important decisions are being faced at every stage, and is aware that one of the most important things that is happening, is the evolution of the building designs, while they are being built.

    We have a strong intuition that a general contractor will interfere with this process, no matter what is said in advance. The reason is this: All the large general contractors we have interviewed are strongly oriented to the problem of schedule. Of course, this is one of their strengths. However, we are convinced that they are so strongly oriented to this problem, that they will ultimately kill the life of the project, in order to achieve enough management control to be able to guarantee schedule.

    Christopher Alexander, The Battle for the Life and Beauty of the Earth
    • management

    From a report to the board of directors: Confidential Memorandum on Possible Candidates for Direct Manager.

  • Managing Oneself

    A Book by Peter F. Drucker
    1. ​​Only from strength​​
    2. ​​Feedback analysis​​
    3. ​​Taking pride in ignorance​​
    4. ​​But bulldozers move mountains​​
    5. ​​Waste as little effort as possible on low competence​​
    1. ​​Never change the technology​​
    2. ​​What to learn​​
    • management
    • discipline
    • wisdom
    • work
  • Say yes and never do it

    A Quote by Mel Brooks
    www.newyorker.com

    You have some wonderful stories of basically getting away with stuff at the studios.

    I’d learned one very simple trick: say yes. Simply say yes…You say yes, and you never do it.

    That’s great advice for life.

    It is. Don’t fight them. Don’t waste your time struggling with them and trying to make sense to them. They’ll never understand.

    • management
    • work
    • making
  • Muda, Muri, Mura

    An Article
    mag.toyota.co.uk

    Eliminating waste is the key to efficiency – in the Toyota Production System, this is termed as:

    Muda (waste),
    Muri (overburden),
    and Mura (irregularity).

    • production
    • waste
    • management
    • efficiency
  • Why Scrum is killing your product

    An Article by Henry Latham
    uxdesign.cc
    1. ​​Product owner vs. product manager​​
    2. ​​We optimize what we measure​​
    1. ​​Beware SAFe, an Unholy Incarnation of Darkness​​
    • agile
    • management
    • software
    • products
  • The management strategy that saved Apollo 11

    An Article by Matthew Ström
    matthewstrom.com

    In 1969, the people in charge of Apollo 11 trusted a 23-year-old engineer in a back room of mission control to make one of the most consequential decisions of this decade-defining mission. And they did so in seconds, without deliberating or debating.

    Next time you’re faced with a decision, ask yourself: how can this decision be made on the lowest level? Have you given your team the authority to decide? If you haven’t, why not? If they’re not able to make good decisions, you’ve missed an opportunity to be a leader. Empower, enable, and entrust them. Take it from NASA: the ability to delegate quickly and decisively was the key to landing men on the moon.

    1. ​​Central planning gives poor results​​
    2. ​​Beware SAFe, an Unholy Incarnation of Darkness​​
    • management
    • decisions
    • trust
  • Traditional companies are losing because they mismanage software engineers

    An Article by Emma Watterson
    ewattwhere.substack.com

    Innovation is messy, and frankly Anti-Steve [Jobs] can’t figure out why you wouldn’t just tell people the right thing to build and skip all the trial and error that comes with innovation. Anti-Steve and his board of directors that keep him in place fundamentally believe that they know what needs to be built. Or at least that they can hire the messiah that will come down off the mountain and tell everyone what to build. There is no such messiah.

    1. ​​Steve Jobs​​
    • innovation
    • software
    • agile
    • management
  • PM and UX Have Markedly Different Views of Their Job Responsibilities

    A Research Paper by Kara Pernice & Raluca Budiu
    www.nngroup.com
    Image from www.nngroup.com on 2021-05-17 at 10.58.27 AM.png

    The graph shows 3 research-related tasks and the percentage of PMs and UXers who agreed on whether PM or UX should be responsible for each.

    A survey of people in user experience and product management shows that these professionals disagree on who should be responsible for many key tasks, like doing discoveries and early design.

    • ux
    • management

    My big takeaway from this article is that UX seems to want everything to be UX's job. To me that sounds exhausting. My guess is that this desire to own everything is born of some fundamental insecurities of UX professionals around the value of our work. That doesn't really concern me – the value of a good design team should speak for itself.

  • Agile as Trauma

    An Essay by Dorian Taylor
    doriantaylor.com

    The Agile Manifesto is an immune response on the part of programmers to bad management.

    1. ​​Many a corner office​​
    2. ​​Intramural brownie points​​
    3. ​​Feature factories​​
    • agile
    • management
  • Difficult to work with

    A Tweet
    twitter.com

    "Someone recently told me that 'difficult to work with' often really means 'difficult to take advantage of' in creative industries, and I haven’t stopped thinking about that for weeks" — @AdalynGrace_

    • work
    • management

See also:
  1. work
  2. agile
  3. process
  4. software
  5. business
  6. products
  7. decisions
  8. trust
  9. ux
  10. discipline
  11. wisdom
  12. innovation
  13. metrics
  14. code
  15. productivity
  16. production
  17. waste
  18. efficiency
  19. making
  1. Christopher Alexander
  2. Matthew Ström
  3. Henry Latham
  4. Dorian Taylor
  5. Richard Hamming
  6. Kara Pernice
  7. Raluca Budiu
  8. Peter F. Drucker
  9. Emma Watterson
  10. Andy Hertzfeld
  11. Mel Brooks