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Links 1 through 10 of 302 by Kim Plowright tagged work

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"The skills and talents of individual programmers are the main determinant of software quality. No amount of management, methodology, or high-level architecture astronautism can compensate for a poor quality team. The motivation and empowerment of programmers has a direct and strong relationship to the quality of the software. Hard deadlines, especially micro-deadlines will result in poor quality software that will take longer to deliver. The consequences of poor design decisions multiply rapidly. It will usually take multiple attempts to arrive at a viable design. You should make it easy to throw away code and start again. Latency kills. Short feedback loops to measurable outcomes create good software. Estimates are guess-timates; they are mostly useless. There is a geometric relationship between the length of an estimate and its inaccuracy. Software does not scale. Software teams do not scale. Architecture should be as much about enabling small teams to work on small compone

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"Product Box lets you leverage your customer’s collective retail consumer experiences by asking them to design a product box for your product. Not just any box, but a box that represents the product that they want to buy. In the process, you’ll learn what your customers think are the most important, exciting features of a given product or service. "

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Always go back to first principles The Agile manifesto itself says to value “responding to change over following a plan” and what is Scrum, Kanban, Customer Development etc if not a plan? I think the fundamental core principle in both methodologies is to be adaptable, embrace change and learn as you go what works best for your customer, your product and your market. If I was the religious type I'd be nailing my protest to a cathedral door - but I didn't have time to validate 95 arguments with my users. And if you’re using those principles to define what you do, why aren’t you using them to define how you do it? Instead of slavishly following the word of the book, any book, be adaptable, embrace change and learn as you go what works for you and your team. If you focus on those principles first, and the methodologies second, you will ultimately be more successful.

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"The experience of an event begins for its audience when they first hear about it and only finishes when they stop thinking and talking about it." I think I may have accidentally co-opted this from Tassos.

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Like Yak Shaving, but moreso.

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The most-read story of the year was a dialect quiz — ...a data-driven interactive quiz based on 350,000 survey responses collected by an NYT graphics editor. It’s a game. It’s not an article. ... "A news app, a piece of software about the news made by in-house developers, generated more clicks than any article. And it did this in a tiny amount of time: The app only came out on December 21, 2013. That means that in the 11 days it was online in 2013, it generated more visits than any other piece.” A journalist … the quiz didn’t answer the why and how... lacked context and utility... Here’s what I think: Journalistic standards for importance and excellence can get in the way of providing a product people want to consume and use. Turning the research behind this quiz into a story would be valid and informational. But it’s not the only way.

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