Feature Team Quotes

When I was in high school I asked myself at one point: "Why do I care if my high school's team wins the football game? I don't know anybody on the team, they have nothing to do with me... why am I here and applaud? It does not make any sense." But the point is, it does make sense: It's a way of building up irrational attitudes of submission to authority and group cohesion behind leadership elements. In fact it's training in irrational jingoism. That's also a feature of competitive sports.

Market research is not an add-on feature, it’s a necessity for business survival and business success.

I remember not belonging. I was always Summer’s older sister—the plain one with the red hair and a gap between her front teeth. The first boy I had a crush on said my teeth looked like piano keys. My smile hid behind by hand until one day the captain of the hockey team said I looked like Madonna. It was like instant validation. Mine wasn’t a flaw, it was a feature . . . my unique trademark. I knew then I didn’t want to be perfect nor was my self-esteem tied to any clique. Starla reassuring teenage Willa of the correct perspective on self esteem and self-worth.

In one of the most cited studies of expert problem solving ever conducted, an interdisciplinary team of scientists came to a pretty simple conclusion: successful problem solvers are more able to determine the deep structure of a problem before they proceed to match a strategy to it. Less successful problem solvers are more like most students in the Ambiguous Sorting Task: they mentally classify problems only by superficial, overtly stated features, like the domain context.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team

You can't take your old organization based on feature teams, roadmaps, and passive managers, then overlay a technique from a radically different culture and expect that will work or change anything.

Most important, teams working in this system begin to measure their productivity according to validated learning, not in terms of the production of new features.

Next to my green eyes, my blond hair is definitely my best feature. So, out of obligation to all the blondes before me (Cinderella, Sleeping Beauty, the many Barbies I have loved and tortured), I tend to spend hours getting it right. You know, so as not to let down the team.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results.

Being well regulated in relatedness is the deeply gratifying state that people seek ceaselessly in romance, religions, and cults; in husbands and wives, pets, softball teams, bowling leagues, and a thousand other features of human life driven by the thirst for sustaining affiliations.

If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Mental health, contemporary psychiatrists tell us, consists of the ability to adapt to the inevitable stresses and misfortunes of life. It does not mean freedom from anxiety and depression, but only the ability to cope with these afflictions in a healthy way. “An outstanding feature of successful adaptation,” writes George Vaillant, “is that it leaves the way open for future growth.” Of course, Abraham Lincoln’s capacity for growth would prove enormous.

And that’s how Canning and I came to have a big framed photo on our living room wall featuring the entire Toronto team dressed in very loud gingham. I swear the color rendered a little bolder in print than it looks in real life, because this photo is kind of blinding. But Jamie snickers whenever I suggest that.

Loyalty is not built on features and benefits. Features and benefits do not inspire. Loyalty and long-lasting relationships are based on something deeper.

Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

R&D teams have a tendency to confuse product features with customer benefits. They assume that more features equals more benefits. This is not true.

When he ran a review of his team’s Slack usage, he found that the most popular feature was a plug-in that inserts animated GIFs into the chat conversations.

Our goal is not to create a deliverable or a feature: it’s to positively affect customer behavior or change in the world — to create an outcome.

The team was flowing. Work in progress was under control. Features were used by customers. It was like watching a unicorn drive a Tesla through a burndown chart.

When we align emotionally with our customers and clients, our connection is much stronger and more meaningful than any affiliation based on features and benefits. That’s what starting with WHY is all about.

I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.

In place of maps, whiteboards began to appear in our headquarters. Soon they were everywhere. Standing around them, markers in hand, we thought out loud, diagramming what we knew, what we suspected, and what we did not know. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. We did not draw static geographic features; we drew mutable relationships—the connections between things rather than the things themselves.

I spent that night lying huddled and shivering in the vast bed of the hotel. My feet were icy, my knees drawn up, my head sideways on the pillow; in front of me the arctic waste of starched white bedsheet stretched out to infinity. I knew I could never traverse it, regain the track, get back to where it was warm; I knew I was directionless; I knew I was lost. I would be discovered years later by some intrepid team—fallen in my tracks, one arm outflung as if grasping at straws, my features desiccated, my fingers gnawed by wolves.

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.

Define the outcomes you want from your team and its members, and then look for each person’s strength signs to figure out how each person can reach those outcomes most efficiently, most amazingly, most creatively, and most joyfully. The moment you realize you’re in the outcomes business is the moment you turn each person’s uniqueness from a bug into a feature.

The coyotes felt capable, canny, and strangely anthropomorphized, as if they had been endowed with human features by a team of animators. Their hair seemed artfully disheveled, the haircut of a hot, young actor playing a drug addict in an independent film. The coyotes felt more human than most of the humans Sam encountered, more human than Sam himself felt back then.

Mental health, contemporary psychiatrists tell us, consists of the ability to adapt to the inevitable stresses and misfortunes of life. It does not mean freedom from anxiety and depression, but only the ability to cope with these afflictions in a healthy way. “An outstanding feature of successful adaptation,” writes George Vaillant, “is that it leaves the way open for future growth.

Traditionally siloed technical teams interact through complex ticketing systems and ritualistic request procedures, which may require director-level intervention. A team taking a more DevOps approach talks about the product throughout its lifecycle, discussing requirements, features, schedules, resources, and whatever else might come up. The focus is on the product, not building fiefdoms and amassing political power.

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

Driving exploration is critical, but knowing when to stop is also. Product development is exploring with a purpose, delivering value within a set of constraints. Frequent, timeboxed iterations compel the development and product teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because product managers can look at tangible, verifiable results.

In East Bangor, Pennsylvania (population 800), there’s a little diner named for the trolley that used to take people to the once-bustling steel town of Bethlehem. The proprietors have adorned the walls with photographs of other local things that are no more. There’s one of the East Bangor band, a group of about twenty men and boys, in uniform, in front of a bandstand draped with bunting. There’s also one of the Kaysers, a local baseball club, on the day of an exhibition ballgame against the Philadelphia Athletics. These were Connie Mack’s A’s, which team in those early 1930s featured Hall of Famers Jimmie Foxx, Mickey Cochrane, and Lefty Grove. How did a village of under a thousand people manage to have its own band? How did a cluster of slate-belt villages field a regular baseball club, apparently good enough to stay on the same field for nine innings with the Philadelphia Athletics? What

Jobs spent part of every day for six months helping to refine the display. “It was the most complex fun I’ve ever had,” he recalled. “It was like being the one evolving the variations on ‘Sgt. Pepper.’ ” A lot of features that seem simple now were the result of creative brainstorms. For example, the team worried about how to prevent the device from playing music or making a call accidentally when it was jangling in your pocket. Jobs was congenitally averse to having on-off switches, which he deemed “inelegant.” The solution was “Swipe to Open,” the simple and fun on-screen slider that activated the device when it had gone dormant. Another breakthrough was the sensor that figured out when you put the phone to your ear, so that your lobes didn’t accidentally activate some function. And of course the icons came in his favorite shape, the primitive he made Bill Atkinson design into the software of the first Macintosh: rounded rectangles. In session after session, with Jobs immersed in every detail, the team members figured out ways to simplify what other phones made complicated. They added a big bar to guide you in putting calls on hold or making conference calls, found easy ways to navigate through email, and created icons you could scroll through horizontally to get to different apps—all of which were easier because they could be used visually on the screen rather than by using a keyboard built into the hardware.

The jury was composed of eight blacks and four whites. Hoffa and his attorney, the legendary Edward Bennett Williams, struck only white jurors in the selection process. Hoffa had a black female lawyer flown in from California to sit at counsel table. He arranged for a newspaper, The Afro-American, to run an ad praising Hoffa as a champion of the “Negro race.” The ad featured a photo of Hoffa’s black-and-white legal team. Hoffa then had the newspaper delivered to the home of each black juror. Finally, Hoffa’s Chicago underworld buddy Red Dorfman had the legendary boxing champion Joe Louis flown in from his Detroit home. Jimmy Hoffa and Joe Louis hugged in front of the jury as if they were old friends. Joe Louis stayed and watched a couple of days of testimony. When Cye Cheasty testified, Edward Bennett Williams asked him if he had ever officially investigated the NAACP. Cheasty denied he had, but the seed was planted. Hoffa was acquitted. Edward

American cold war culture represented an age of anxiety. The anxiety was so severe that it sought relief in an insistent, assertive optimism. Much of American popular culture aided this quest for apathetic security. The expanding white middle class sought to escape their worries in the burgeoning consumer culture. Driving on the new highway system in gigantic showboat cars to malls and shopping centers that accepted a new form of payment known as credit cards, Americans could forget about Jim Crow, communism, and the possibility of Armageddon. At night in their suburban homes, television allowed middle class families to enjoy light domestic comedies like The Adventures of Ozzie and Harriet, Father Knows Best, and Leave It to Beaver. Somnolently they watched representations of settled family life, stories where lost baseball gloves and dinnertime hijinks represented the only conflicts. In the glow of a new Zenith television, it became easy to believe that the American dream had been fully realized by the sacrifice and hard work of the war generation. American monsters in pop culture came to the aid of this great American sleep. Although a handful of science fiction films made explicit political messages that unsettled an apathetic America, the vast majority of 'creature features' proffered parables of American righteousness and power. These narratives ended, not with world apocalypse, but with a full restoration of a secure, consumer-oriented status quo. Invaders in flying saucers, radioactive mutations, and giant creatures born of the atomic age wreaked havoc but were soon destroyed by brainy teams of civilian scientists in cooperation with the American military. These films encouraged a certain degree of paranoia but also offered quick and easy relief to this anxiety... Such films did not so much teach Americans to 'stop worrying and love the bomb' as to 'keep worrying and love the state.

Code should be obvious: When someone needs to make a change, they should be able to find the code to be changed easily and to make the change quickly without introducing any errors. A healthy code base maximizes our productivity, allowing us to build more features for our users both faster and more cheaply. To keep code healthy, pay attention to what is getting between the programming team and that ideal, then refactor to get closer to the ideal. But the most important thing to learn from this example is the rhythm of refactoring. Whenever I’ve shown people how I refactor, they are surprised by how small my steps are, each step leaving the code in a working state that compiles and passes its tests. I was just as surprised myself when Kent Beck showed me how to do this in a hotel room in Detroit two decades ago. The key to effective refactoring is recognizing that you go faster when you take tiny steps, the code is never broken, and you can compose those small steps into substantial changes. Remember that—and the rest is silence.

Lasseter and his Pixar team had the first half of the movie ready to screen by November 1993, so they brought it down to Burbank to show to Katzenberg and other Disney executives. Peter Schneider, the head of feature animation, had never been enamored of Katzenberg’s idea of having outsiders make animation for Disney, and he declared it a mess and ordered that production be stopped. Katzenberg agreed. “Why is this so terrible?” he asked a colleague, Tom Schumacher. “Because it’s not their movie anymore,” Schumacher bluntly replied. He later explained, “They were following Katzenberg’s notes,

On the day the company starts, there is very limited customer input to a product specification. The company doesn’t know who its initial customers are (but it may think it knows) or what they will want as features. One alternative is to put Product Development on hold until the Customer Development team can find those customers. However, having a product you can demonstrate and iterate is helpful in moving the Customer Development process along. A more productive approach is to proceed with Product Development, with the feature list driven by the vision and experience of the company’s founders.

Rather than making generalized assumptions about what WIP limits should be for each value stream, the Value Stream Network provides the data to determine and tune flow load over time. At Tasktop, we have witnessed this effect by putting too many features that crosscut our architecture on the Hub team. While all of those large and crosscutting features were deemed critical by the business at the time, doing more than one of them in parallel across the teams within that value stream resulted in a lower flow velocity over the course of a year than the flow velocity of taking on one crosscutting feature at a time.

But none of them compared to the dangerous stranger in her room. While the men she was used to were hotter than hell, what they lacked was the fierce aura of power that emanated from this man and his stern, steely features. It was as if he were the deadliest of predators. Feral. That was the only word to do him justice. Surely there wasn’t another soldier in the entire universe who could match him in terms of raw beauty or lethal demeanor. His blond hair was snow white and his features sharp and icy. He wore a pair of black shades that annoyed her since she couldn’t see the upper part of his face or the color of his eyes. Not that it mattered. She saw enough to know that in the land of gorgeous men, he had no competition. As a stark contrast to his white hair, his clothes were a black so deep they seemed to absorb all light, and they were trimmed in silver … No, not silver. Those were weapons tucked into the sleeves and lapels of his ankle-length coat. The left side of it was pulled back, exposing a holstered blaster that was strapped to his left hip. The tall flight boots had silver buckles going up the sides that were fashioned into the image of skulls. At least that’s what she saw at first glance, but as he moved closer she realized those could come off and double as weapons, too. Wow, he was either extremely paranoid or more lethal than a team of League assassins. And that said something.

coyotes were everywhere. He would see them in the front yard, sunning themselves, languorously eating fallen fruit from the cherimoya and loquat trees. He would see them loping down the streets of Silver Lake and Echo Park, sometimes in couples or in families, sorting through the trash outside the vegan place on Sunset, hiking stoically in Griffith Park, nursing their young. The coyotes felt capable, canny, and strangely anthropomorphized, as if they had been endowed with human features by a team of animators. Their hair seemed artfully disheveled, the haircut of a hot, young actor playing a drug addict in an independent film. The coyotes felt more human than most of the humans Sam encountered, more human than Sam himself felt back then. Their constant presence made the city feel wild and dangerous, as if he weren’t living in a city at all.

My name is Professor Ben Fielding and I’d like to invite you to experience our ‘Game’. It remains currently in a Closed Beta stage but will remain in a continual state of ‘live development’. As a dedicated spokesman for a certain kind of Game-world my team and I feel sure that you’ll accept our invitation to try it for yourself, along with the few others in number so far invited. Possible errors and residual bugs together with any suggestions may be reported by vocal commands when you have ‘acclimatised’ to the surroundings. Please ensure that you follow the tutorials for the Interface as you may find it makes potent use of its fully immersive features. Despite anything you may have read or heard about it, we hold high hopes that you will experience it simply as yourself and without pre-conceived notions. Instructions for Fountellion access are as follows…

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

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Dream Meditation Practices are best performed in an isolated (close to nature) chamber that is clean and dry. Diet should be modified before practice so that solid food is reduced and a sense of lightness is obtained. This meditation is best done after bathing; the student can be nude or wear a light robe. Begin by lying on your back. Focus your mind on the lower tan tien. Summon the spirits residing in the organs by chanting their names in the order of the creation cycle: Houhou or Shen (heart), Beibei or Yi (spleen), Yanyan or Po (lungs), Fu Fu or Zhi (kidneys), and Jianjian or Hun (liver).20 Repeat the chanting and gathering until a bright light and warmth appear in the lower tan tien. Opening this place will automatically open the Microcosmic Orbit. Coordinate your breathing with this meditation to assist the process: inhaling stimulates the kidneys and liver, while exhaling moves the heart and lungs to the centerpoint—the stomach and spleen. Bring the merged five spirits from the lower tan tien (you can also include the other four spirits) up to the heart, and then to the Crystal Palace (also known as the Divine Palace or Hall of Light). The team of merged spirits—now the Yuan Shen or Original Spirit—can exit via the crown. Being conscious during the whole dream, or alternatively remembering the dream after waking, completes the process. You also have the choice of practicing meditation during your dream state. Process the content of the dream during the day, taking any actions in the material world that are now necessary. Remember that one of our goals with the Kan and Li practice is to merge the everyday mind with your dream landscape and meditation. Fusion of these three minds (different from the three tan tiens) is a feature of the developing sage. Ideally, dreaming can include the practice of Microcosmic Orbit, Fusion, and even Kan and Li.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

made some teams much better than others. What they found was that individual intelligence (as measured by IQ) didn’t make the big difference. Having a high aggregate intelligence or just one or two superstars wasn’t critical. The groups that surfaced more and better solutions shared three key qualities. First, they gave one another roughly equal time to talk. This wasn’t monitored or regulated, but no one in these high-achieving groups dominated or was a passenger. Everyone contributed and nothing any one person said was wasted. The second quality of the successful groups was social sensitivity: these individuals were more tuned in to one another, to subtle shifts in mood and demeanor. They scored more highly on a test called Reading the Mind in the Eyes, which is broadly considered a test for empathy. These groups were socially alert to one another’s needs. And the third distinguishing feature was that the best groups included more women, perhaps because that made them more diverse, or because women tend to score more highly on tests for empathy. What this (and much more) research highlights is just how critical the role of social connectedness can be. Reading the research, I

When I started in real estate, despite high ambition, I was constrained by the same 24 hours as everyone else. My early success came from a grueling schedule, long hours, and the high price of near burn-out. In self-defense, I devised a system that featured direct marketing in place of traditional prospecting plus a highly effective team, with all the non-rainmaker tasks delegated to them. This took me to the top of the profession, twice #1 in RE/MAX worldwide in commissions earned, and 15 years as one of the top agents—working less hours than most. While an active agent, I consistently sold over 500 homes a year, even while starting and developing a second business, training and coaching more millionaire agents than any other coach. Without the inspiration of Dan Kennedy’s direct marketing methods and his extraordinary, extreme time-management philosophy, these achievements simply would not have been possible. LEVERAGING yourself, by media in place of manual labor, and with other people is very intimidating to most real estate agents and to most small businesspeople. It frankly is not easy to get right, but it is the quantum leap that uniquely and simultaneously lifts income and supports a great lifestyle. —CRAIG PROCTOR, CRAIGPROCTOR.COM

Choosing an output as an outcome. Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.” A good place to start is to make sure your outcome represents a number even if you aren’t sure yet how to measure it. But even then, outputs can creep in. I worked with a team that helped students choose university courses who set their outcome as “Increase the number of course reviews on our platform.” When I asked them what the impact of more reviews was, they answered, “More students would see courses with reviews.” That’s not necessarily true. The team could have increased the number of reviews on their platform, but if they all clustered around a small number of courses, or if they were all on courses that students didn’t view, they wouldn’t have an impact. A better outcome is “Increase the number of course views that include reviews.” To shift your outcome from less of an output to more of an outcome, question the impact it will have.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

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Most of the “differentiating stuff” happens early in an NBA game; ninety-five percent of 50-win teams have a positive 1st-quarter differential, but not a single 30-win team has one. Of all the quarters, the 4th quarter actually features the least amount of differentiation in an NBA game.

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Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18

What’s fascinating is that most guards in the Stanford Prison Experiment remained hesitant to apply ‘tough’ tactics at all, even under mounting pressure. Two-thirds refused to take part in the sadistic games. One-third treated the prisoners with kindness, to Zimbardo and his team’s frustration. One of the guards resigned the Sunday before the experiment started, saying he couldn’t go along with the instructions. Most of the subjects stuck it out because Zimbardo paid well. They earned $15 a day–equivalent to about $100 now–but didn’t get the money until afterwards. Guards and prisoners alike feared that if they didn’t play along in Zimbardo’s dramatic production, they wouldn’t get paid. But money was not enough incentive for one prisoner, who got so fed up after the first day that he wanted to quit. This was prisoner number 8612, twenty-two-year-old Douglas Korpi, who broke down on day two (‘I mean, Jesus Christ […] I just can’t take it anymore!’21). His breakdown would feature in all the documentaries and become the most famous recording from the whole Stanford Prison Experiment. A journalist looked him up in the summer of 2017.22 Korpi told him the breakdown had been faked–play-acted from start to finish. Not that he’d ever made a secret of this. In fact, he told several people after the experiment ended: Zimbardo, for example, who ignored him, and a documentary filmmaker, who edited it out of his movie.

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Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

ENGINEERING ORGANIZATIONS OFTEN do the equivalent of spring cleaning. Everyone will stop working on new features for a week and fix bugs in the current product. Engineering teams are constantly tracking and evaluating bugs, so that they have a prioritized list to tackle when the so-called “fix-it” week comes around. A bug fix-it week is sort of the opposite of a Hack Week; instead of a chance to work on new and exciting ideas people usually don’t have time to get to, it’s a chance to fix old and annoying problems that have been bothering people for months. It’s like cleaning out the utensil drawer into which you spilled a little honey three months ago but somehow never found the moment to take all the knives and forks out to scrub the bottom of the drawer properly. Fix-it weeks can be deeply satisfying in a totally different way from hack weeks.

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Greg set out to change the QuickBooks development process by using four principles: 1. Smaller teams. Shift from large teams with uniform functional roles to smaller, fully engaged teams whose members take on different roles. 2. Achieve shorter cycle times. 3. Faster customer feedback, testing both whether it crashes customers’ computers and the performance of new features/customer experience. 4. Enable and empower teams to make fast and courageous decisions.

There were three differences in year three: • Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept.

Whenever possible, the innovation team should be cross-functional and have a clear team leader, like the Toyota shusa. It should be empowered to build, market, and deploy products or features in the sandbox without prior approval. It should be required to report on the success or failure of those efforts by using standard actionable metrics and innovation accounting.

The problem for startups and large companies alike is that employees often follow the products they develop as they move from phase to phase. A common practice is for the inventor of a new product or feature to manage the subsequent resources, team, or division that ultimately commercializes it. As a result, strong creative managers wind up getting stuck working on the growth and optimization of products rather than creating new ones.

Of Team Prodigious. Her nose crinkled. Dex was right. That name had to go. “It’s not a reference to prodigies,” Councillor Emery tried to explain. “ ‘Prodigious’ means ‘extraordinary.’ ” “It also means ‘abnormal,’ ” Councillor Bronte informed them, with the closest thing to a smile that his sharp-featured face was capable of making. “Yeah, well, whatever your boring reasons are,” Dex said through a feigned yawn, “the name’s still a deal-breaker for me.” “Me too,” Biana agreed. “I think we should be Team Sparkles, because we’ll make everything better!” Dex snort-laughed—then frowned. “Wait, was that a serious suggestion?” Biana’s eyes narrowed. “I don’t hear you coming up with any better ideas.

The process of finding out if features will indeed produce results is called discovery. Discovery happens via experiments, or the smallest efforts (i.e., time from the team) that can prove our hypotheses of what features will drive Outcomes, and what Outcomes will drive Impact. Product teams should always be running experiments that test those hypotheses, with the least code possible.

Prioritization is one of the product manager’s most important functions at this point; if the team were to fix every bug and build every new feature idea, the product would never launch.

Think about how most of us use to-do lists. We have our list of things we need to do, but we don’t know when we’ll do them, or how long those items will take. Our proverbial eyes are bigger than our calendars. The Timeful team came up with a brilliant feature in which you didn’t simply make to-do list items. You could also estimate the time it would take to complete each of

Stheno – Fantasy Female 3D Character Dallas - Texas CLIENT: ART PROJECT: LOW POLY CONCEPT CHARACTER CATEGORY: 3D GAME CHARACTERS STHENO IS THE CONCEPT OF THE GORGON SISTERS We develop Low Poly Character With Micro Detail Texture for CGI Open World Game. It's a Fantasy Female 3D Character of GORGON SISTERS. Gameyan is movie and game art outsourcing studio in India provide 2D and 3D model, texture, shading, rig and animation for all games (mobile, PS, Xbox, Desktop) and feature movie film animation, cartoon series, TV commercial. Our professional team of artists can develop a variety of 3D art content for movie and video games along with low optimized characters for mobile and virtual reality interactive games.

Taken to its logical conclusion, teams can choose the “product” of an internal team, or even choose to pick a vendor outside the company who provides the same service, perhaps at a better price, or with a better set of features or better service.

That’s why many Agile products start as feature poor. Chances are, features aren’t as important as getting an idea in front of customers quickly. So deadlines trump features, with quality as an underlying assumption. Build less, but with confidence, is the path of many early product teams. If you’re right about the core, you can always iterate and build more features later.

A regular feature in my staff meetings was “screwup of the week.” If any member of my management team, including myself, had an embarrassing blunder, this was the time to go public, have a good laugh, and move on.

Oddly, most of the emphasis in U.S. beer promotion is on name recognition, so ads feature humor or social situations unrelated to the taste, ingredients, or general quality of the beer. In other words, while advertising should extol the virtues and the various features of a product, mega-brewed beer advertising tends to ignore the beer itself (don't get me started as to why). For examples, try a Swedish bikini team, baseball in the Rockies, and animated frogs. Get the idea? Fun, though. Great creativity. Effective, too. But they say little about beer.

In this comment, we can begin to see the way that social media amplifies the cruelty and “virtue signaling” that are recurrent features of call-out culture. (Virtue signaling refers to the things people say and do to advertise that they are virtuous. This helps them stay within the good graces of their team.) Mobs can rob good people of their conscience, particularly when participants wear masks (in a real mob) or are hiding behind an alias or avatar (in an online mob). Anonymity fosters deindividuation—the loss of an individual sense of self—which lessens self-restraint and increases one’s willingness to go along with the mob.73

eye combination my mother always made a fuss about. Maybe that’s why my skin crawled every time someone commented on how attractive a couple we were. It was more a reflection on me than us. He lifts his hand and moves my hair off my forehead. The gesture is intimate, but I’m too stunned to stop him. He brushes his thumb over the scar on my temple. “I was worried about you. You wouldn’t let me see you in the hospital. Or after?” A sigh escapes before I can school my features into something a little more… regretful. “Well, I was embarrassed.” That’s a lie. I just didn’t want to face whatever the fuck emotional roller coaster I was riding the last six months. Seriously. My life went from normal to shit in a split second. Adding Jack—and the life that I thought I had, the one that seemed to go up in a puff of smoke when I woke up in the hospital—would’ve been more pain than I was ready to accept. “Violet!” I step away from Jack, ignoring his wounded expression, and turn to my other friends. Half the dance team is here, and they all crowd around me. Someone pulls at my coffee-stained blouse, and another swoops in to clean the floor where my cup dropped. I had forgotten, in my Jack-shock. “Lucky it wasn’t hot.” Willow nudges me. “Luck and I aren’t on speaking terms.” She visited faithfully every day while I was stuck in the hospital. Kept me sane, kept me looped in to the gossip. She’s the only one who knows what I went through, and I’m keeping it that way. I’m not in the habit of airing my dirty laundry—or my newfound nightmares. I’ve been plagued by bright lights, crunching metal, and snapping bones. She rolls her eyes at my luck comment. “You need to change. We’re taking you out.” Oh boy. My first instinct is to say no, but honestly? I could use a bit of normalcy. My therapist—the talk one, not the physical one—said something about getting back into a routine. Well, for the last two years, I’ve gone out with my girls on Friday nights. There’s nothing more normal than that. I’m actually looking forward to it. She leads the way to the bedroom I haven’t been in since… before. She steps aside and lets me do the honors. Opening the door is like cracking into a time capsule. Fucking devastating. Willow stands behind me, her hand on my shoulder, as I stare around at the remnants of the person I used to be. If I wasn’t aware of how different I was after six months away, I am now. Mentally, physically. There are still clothes that I left on the floor. My chair is pulled out and covered in clothes. There’s a pile of books that I had planned to conquer over the summer in the center of the desk. My bed is made. “I kept the door open

A roller coaster is all about fast thrills and wild, whiplashing movements. They can be a lot of fun, but they aren’t a good model for effective product management. Investors and executives like to see immediate results, and when those results don’t materialize right away, they can be tempted to pivot suddenly, resulting in whiplash for the product team. This problem comes from setting a time horizon that is too short. For startups, a lack of patience is often the result of having a very short runway. They have to get something up and running fast so they can raise the next round of funding, or they need to start producing revenue right away. Of course, everyone wants to make fast and efficient progress, but providing insufficient opportunity for success will result in false negatives that can lead product managers astray. When an otherwise healthy “fail-fast” mentality is taken to the extreme, it can stifle innovation. “We think this new feature is a good idea,” a product manager might say. “To avoid overinvesting, we’ll first launch a lackluster version of it. If it doesn’t get overwhelmingly positive results immediately, then we’ll know it’s not the right direction for our product.” Daisy-chained together, these false negatives result in a headache-inducing roller coaster ride for product development that ends up in exactly the same place it started.

Team Graham’s first line features Beau Di Laurentis. Team Connelly lucked out with Jake’s son AJ and Gray Davenport on the same line.