planning
The Thing-deadline calculus
The best-laid plans
But bulldozers move mountains
Good design is redesign
Obsessed with absolute numbers
A warning against the limitations of my own prescriptions
The plan must anticipate all that is needed
Many a corner office
Individuals matter
Driving engineers to an arbitrary date is a value destroying mistake
The value-destroying effect of arbitrary date pressure on code
An Article by Gandalf HudlowThe mandate from above is clear, just get it done! Avoid everything that's in the way: all advice, all expertise, all discovery efforts that detract from hitting the Date™!
What these organizations don't realize is that all software change can be modeled as three components: Value, Filler and Chaos. Chaos destroys Value and Filler is just functionality that nobody wants. When date pressure is applied to software projects, the work needed to remove Chaos is subtly placed on the chopping block. Work like error handling, clear logging, chaos & load testing and other quality work is quietly deferred in favor of hitting the Date™.
Hofstadter's Law
An Idea by Douglas HofstadterIt always takes longer than you expect, even when you take into account Hofstadter's Law.
Planning doesn't make for better software
A Fragment by Robin RendleMy own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it.
Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me.
After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64.
Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way.
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".
Pair Design: Better Together
Pair design is the counterintuitive practice of getting more and better UX design done by putting two designers together as thought partners to solve design problems. It’s counterintuitive because you might expect that you could split them up to work in parallel to get double the design done, but for many situations, you’d be wrong. This document will help explain what pair design is, how it works, and tour through the practicalities of implementing it in your practice.
It involves two brains
It involves two brains on a project at the same time. This doesn’t mean part time, checking in with each other on work that’s been accomplished separately.
Pair design really means being in the same room, working on the same problem, with both brains focused on the problem simultaneously for the duration of the project.
A distinct and complementary stance
Each person in the pair takes a distinct and complementary stance toward the design problem as they work together. One generates solutions. That is, one individual materializes solutions to the problem at hand for discussion and iteration. The other synthesizes the proposed solutions.
Gens and synths
Gens are generally comfortable drawing and drawing in front of their partner. Additionally, the generator needs to have “fearless generativity,” to be able to come up with a dozen pretty good solutions to a problem even with incomplete information.
Designers in the synthesizer role need to be skilled at describing designs and explaining rationale in writing. The role requires the designer to be detail oriented and have a strong memory, to keep the big picture of the system, stakeholders, and users in mind as a reference for designs on the table.
We come as a team
There is a legend at Cooper of one team who found pairing with each other so powerful and fruitful that when they left that company, they sought out opportunities and even interviewed at other organizations as a pair.
Starting off with pair design
It’s better to start small. Find the “genniest” designer you can and pair her with the “synthiest,” have them work through a few projects as a pair to see how it goes, evolve a process that works for your organization, smooth out the wrinkles, and become resident experts. Then, split them up, assign them with new pairs, and begin to spread.
What are the benefits of pair design?
It Makes for Better Design
- Pairing forces constant iteration: idea testing and course-correction.
- It brings to bear two brains and two stances.
It Makes for Better Designers and Better Design Organizations
- They are happier.
- Pair design makes it easier to focus on core aptitudes.
- They cross-pollinate: a mechanism for a learning organization.
Pair Design Makes for a More Effective Process
- Pairing avoids the problem of dueling whiteboards.
- It encourages designers to materialize ideas early.
- It encourages designers to vocalize their rationale.
- It encourages constant course-correction.