Archive for April, 2006

This week in ux-clinic: Leading the design skunkworks

This week in the ux-clinic discussion forum – Leading the design skunkworks:

My UX team is convinced that to achieve their goals they need to go underground – go off and build a prototype, on their own, and show it to th team only when they have something amazing. They don’t want to partner or negotiate: they want to create their blue sky vision and return, so to speak, from the mountain.

Historically i’ve been a politician between UX and the rest of the org, but I would like to try a skunkworks approach, however I’ve never done this sort of thing before. If we go too far on our own, why will anyone listen? How do we keep the project underground? I’m looking for a primer on leading the secret design effort.

- Leading design skunkworks

This week in pm-clinic: Managing the middle talent

This week in the pm-clinic discussion forum – The softer side:

(Note: please remember that just because I post these situations, I’m not their author: these things aren’t happening to me, but folks on the pm-clinic list. I get mail now and then that assumes all of these situations are *mine* which I find quite entertaining, but worth clarifying).

How do you keep the middle talent on your team motivated? I manage a team of 10 and I find the stars and the low performers easy to manage: it’s clear what i should do and how to do it. But the middle third is tough: i can’t reward them as well the top, and I’m not inclined to manage their performance like I would a low performer: the result is they get less attention from me. I’d like to push them to compete with the top, but I’m not sure I want my team competing with each other too much – so how do you manage for a happy middle talent pool on your team?

- Managing the middle

Writing for Seattlest on design & architecture

SkyspaceAs part of the Gothamist empire of city blogs, Seattlest covers all that’s happening in the greater Seattle area. I’m psyched to report I’ll be writing short pieces for them on local design and architecture.

First up: the amazing Skyspace, one of Seattle’s hidden gems.

  • By Scott (admin) on April 17th, 2006
  • 7 Comments »
  • Book reviews

Review: 37signal’s Getting real, the book

The folks at 37 signals have well earned their reputation for making great web applications. They’ve established a strong identity for with a line of web tools for project management (Basecamp), To-do lists (Backpack) and simple collaboration (Whiteboard).

They recently published a short book called “Getting real” about how to build web apps – and here’s my review.

The book is short – 170 pages with lots of whitespace and heavy quoting. If you’ve used any of their apps you’ll feel right at home as they do a fine job maintaining the same voice and style.

The highlight is their passion for making good things. They are most effective when they boldly express their ideals, using them to slash through common assumptions about features, big planning, organization and customers. It’s a brisk and optomistic read. At turns clever and confident, but ocassionally nieve, this book will generate strong opinions and can spark healthy debate even if you don’t like or agree with what they say.

The lowlights are the how – While I’m philosophically aligned with these guys, this book is more mantra than guidance or instruction. I imagine it working as a boost for people who believed some of these things prior to reading the book who, now reaffirmed, can point others to it as an external and respected source. There are obvious counter examples to some mantras, but they’re beyond the point, as the questions raised are worthwhile.

But for those in old-school organizations or with dysfunctional teams, this book doesn’t give the tools needed to turn things around nor provide individual readers with “Real” practices they can employ on their own. Most of “Getting real” is about approach and attitude, and it requires your co-workers to share it with you to work.

The book’s strength and weakness is the experience of the authors: they started 37 signals on their own, and advise largely from that context. While they don’t try to direct readers for how to convert older, larger, slower, less talented teams of people into “Real” teams, there is the vibe througout the book that the world would be a better place if everyone did.

Summary: I recommend this book – it’s a fast and opinionated read. It’s most valuable to small self directed teams, as a reference for how one small, talented, self directed team has successfully built quality software or as a hand grenade for teams that have been doing things the same way for too long. However it doesn’t quite justify the $19 price: there are tragically no references and no links to other sources, something I hope they’ll remidy in a 1.1 book update. (For reference: McConnell’s Rapid Development, with a 5 star average over 100 reviews at amazon, covers similiar ground with near opposite highlights/lowlights, for $22, with thorough links to other sources to go deeper than the text. These two books make a fine pairing).

The Book: Getting real by 37 signals ($19, online PDF only)
Free Excerpts: Scale later, Meetings are toxic, and more

  • By Scott (admin) on April 17th, 2006
  • 1 Comment »
  • UX-Clinic

This week in ux-clinic: Blog-’O-rama

This week in the ux-clinic discussion forum – Blog-’O-Rama:

We’re a tragically hip start-up and recently we’ve gone blog-mad. There’s pressure to reframe much of our website into blog style designs, most notably, by designing pages in blog chronology style. This makes sense some of the time, like for press releases, but for other parts of the site it makes no sense at all (page about our executive team that isn’t updated often). What’s are some good guideliens for going blog/chronology centric, but also for staying away?

-Blog-’O-rama

This week in pm-clinic: The softer side

This week in the pm-clinic discussion forum – The softer side:

Most of our PMs have some type of technical or business background, and the area of growth most pressing for us is softer skills – things like collaboration, leadership, negotiation, conflict resolution. My question for the clinic is: how are these skills best obtained? How do your organizations value/reward/grow these types of skills (or are they not valued much at all)?

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