What I learned by building a project from scratch – Part 2

v1.0 of my camera self-timer
v1.0 of my camera self-timer

This post picks up where What I learned by building a project from scratch – Part 1 left off. In the last post, I had designed and tested my device and I was preparing to build a working prototype.

It looked good on paper

Yeah. I didn’t design it to look like this, but that’s what you learn by actually building something. The original design, for example, had put that big, ugly, black thing on the inside. The big, ugly, black thing is the beeper to indicate that it’s about to take a picture.

The inner workings
The inner workings

You can’t really see it from these photos, but I had reserved space for it on the inside. Well, not for the one in the photo, but for the smaller one I originally spec’d in the design. The bad news for my prototype, however, was that I could not get the part I spec’d. So I learned my next lesson:

You can have it now or you can have it good

Two of the three legs in the project management triangle: Fast, Good, Cheap; pick any two. I picked Fast and Cheap.

I had to decide, did I want it finished soon or looking good. Clearly, I picked the former.

All put together, it worked (quite well, actually), but it’s looks left something to be desired.

If I had it to do over again… I’d probably make the same decision. The goal of this prototype was to test the functionality. I could iterate and find a part that fits (or find more suppliers so as to not end up in the same bind on the next iteration), but I didn’t want to delay field-testing–something for which looks were secondary.

Clearly, if I had different goals for the prototype, I might have made a different decision. For example, if the goal was to impress others and raise funding, I would have approached the appearance of the project differently–learning yet another lesson…

Keep your goals clear and in front of you

That says it all.

Finally

inside2
The inner workings from the other side

The device worked quite well and I even used it for what it was designed a few times. While that’s an accomplishment in and of itself, the feature of the design that I didn’t (and couldn’t) appreciate until many years later was its durability–the durability of both the design and the implementation, in fact.

I recently found this prototype in a box hidden in the deep recesses of my garage (where things typically go to disappear). I opened it up and it looked like it did when I built it. The relay (shown in the photo above the battery) needed to have its return spring reattached, but other than that, once I added a battery, it worked just like it used to.

Unfortunately, it lasted decades longer than the camera for which it was designed. Nevertheless, the lessons I learned by building it are timeless.

What I learned by building a project from scratch – Part 1

v1.0 of my camera self-timer
v1.0 of my camera self-timer

It might not look impressive, but this device represents a considerable learning experience for me–an experience that I hope I’m able to pass on to my future students. The only problem, which I hope to rectify after the fact, is that I didn’t recognize the lessons I learned at the time and so I was condemned to relearn the several times later.

The project

It started off simple enough. I wanted to build a timer that would wait 10 seconds and then take a picture.  After thinking about the application, it occurred to me that the first picture might not come out well, so I added the ability to select how many photos it would take after waiting the first 10 seconds. Time to complete this step: about an hour.

Before I had even started, I was already learning a valuable, albeit at the time unrecognized, lesson.

Lesson 1 – Feature creep

Was the ability to take multiple pictures after waiting really needed? (Probably not.)

Was the cost of this change factored in the decision? (No, because I could do anything, cost was no object.)

The prototype

So with my [already revised] specification in hand, I set off to build a prototype. Being a hardware project meant collecting the necessary integrated circuits and other components and wiring them together on a breadboard. After designing the circuitry and ironing out the logic and state diagrams, committing all that to the breadboard was straightforward. With care and incremental testing, the design came together rather quickly. Time to complete this step: About a day–and I was about to learn my next lesson…

Lesson 2 – The prototype is not the product

It was very easy to get ahead of myself at this point. I had a working prototype. My design was validated. I was heading for home plate.

Not so fast. I was really just heading for first base. I was nowhere near having something I could put in my camera bag, let alone let anyone else use.

The real prototype

But wait! Didn’t I just finish the prototype? Nope. That was just the breadboard–more of a working demo.

Bummer.

The real prototype had to look like something I could actually use. In this step, I had to package it into something that not only functioned, but it had to function in the real world. I needed to give it the physical design some attention.

While it would be some time before I actually studied user-centered design, looking back, I had the right idea. I knew the audience (me) very well and I knew the application, so I laid out the user interface and set to make it happen. I was about to learn my next lesson…

Lesson 3 – A working demo is not a prototype

My breadboard project was really just a working demo. The prototype (as in a working example of the product in, more-or-less, product form) was another level of complexity.

At the speed of thought

Amy's_lentil_vegetable_soupI returned from a visit to my parents, recently. My parents live in another state–far enough away that it’s difficult to visit them more than once or twice a year.

My father has had Alzheimer’s for several years. For the past few visits, I have met a new father on each visit–the same person, of course, but, at the same time, a different one.

On this trip, I resisted the urge to look for the father from my last visit so I could get to know my new one. While I miss the father I knew, it was rewarding to get to know the one I have, now. He’s just as special to me as the person I saw the last time; but this one is special in his own way.

One evening, as he and I sat at the dinner table with my wife and my mother, he considered a bowl of vegetable soup for a moment before picking up his fork to eat it. This was a bit curious to me. As the soup ran between the tines of his fork with each bite, my mother tried, unsuccessfully, to convince him to use his spoon. My wife observed that the fork was actually the perfect utensil for the task he was trying to accomplish–he wanted to eat the vegetables first. After he ate all the vegetables, he picked up his spoon and finished his soup.

He knew what he was doing all along. Once we were able to move at the speed of his thought, things went much smoother for everyone.

I’m glad I had a chance to meet this father of mine. I’m still learning from him and I look forward to meeting the next one and what he’ll teach me.

Writing it down

WritingWithQuillI added another goal to my blog vision project, today: to post my online resume and portfolio. It’s a goal that’s been rattling around for a while, but I’ve never actually got around to writing it down.

That this goal has been rattling around for so long (maybe 6 years, or more if I’m really honest) illustrates the importance of making things visible.

Reflecting on why it took so long to materialize, I came up with the following tips to prevent the next goal from taking so long.

Clear and well-defined goals are easier to commit to

Not knowing how to accomplish the goal makes it hard to commit to. Sure, I could have started with something like “have a great portfolio” as a goal (which was where I was 6 or so years ago, by the way); however, at the time, I didn’t have a clear idea about how to make that happen. To commit then would have just been frustrating and defeated the goal of having goals–actually accomplishing something. It could have been an aspiration, perhaps, but it wasn’t ready to be a goal.

“Portfolio” was the complicating word, in this case. I couldn’t think of anything that I had for a portfolio. In the intervening years, I’ve talked to people who frequently review portfolios and my definition of portfolio started to evolve. Once I redefined portfolio to mean something more along the lines of an annotated resume, that opened up the possibilities to something I could envision and see a path towards. I had a goal I could commit to writing.

Do it if it’s important. Don’t do it if it’s not.

Priorities are important.

While I wanted to have a portfolio (of any kind) since I finished my MS degree (2009), it hasn’t always been the most important thing on the list of things to do. Over the past few years, I would take it from the shelf, review it, and, until recently, put it back on the shelf in deference to something more important or, at least, more urgent.

In Agile Development terms, it never made it off the backlog.

Yesterday, however, it was well defined and with a clear path to completion, and it was important, so it’s now a goal. Had I made it a goal any earlier, it would have resulted in a lot of wasted effort (non achievable) and likely resulted in more problems (by neglecting what was important at the time).

A goal without a plan is just wishful thinking

Having a goal without a plan is what happens between the times you decide on a goal and create the plan to accomplish it. During this period, wishful thinking is a good thing, as long as it motivates a plan and the action to accomplish it. Stopping at the wishful-thinking phase, however, won’t get it done.

So, it’s on the list and I have a plan. Now, to make it happen!

Unleash the initiative

This morning on Fareed Zakaria’s GPS (Fareed Zakaria GPS – Aug 30, 2015), U.S. Army General Stanley McChrystal (Ret.) was interviewed about leadership in the context of Gen. McChrystal’s recent book. His interview starts at [10:36:10], a little over halfway into the program.

I liked how Gen. McChrystal started by clearing up a misconception about leadership in the U.S. military–one that I’ve heard from people with no military background and summarized from the transcript here:

Zakaria: …[in] the U.S. Army, you give orders, people listen, your job is to appear imposing.

McChrystal: …everybody thinks that a sergeant tells you to do something and you immediately do it. … In combat, soldiers are much more frightened of the enemy than they are of the sergeant. So they do things for their leaders and their comrades. …so the ability to influence and persuade and build confidence in you as a leader and in what they’re doing becomes the key task.

Zakaria: So, when you looked at…successful examples of leadership, what you found…was a guy who really was able to win the trust of people?

McChrystal: You win the trust of people, and then you unleash their initiative…

Unleash their initiative.

That has a nice ring to it. He went on to describe how to accomplish this.

Zakaria: Somebody wants to be a leader in their organization, in life. What advice would you give?

McChrystal: One, it’s going to take personal discipline… The next thing is empathy. …those core, fundamental, almost value-like traits are the key.

It’s nice to hear that empathy is a core, fundamental, trait…even for an Army general.

Now, to go and unleash some initiative!

Day 1 with a motto

Look nice, but take some getting used to
Look nice, but take some getting used to

Still getting used to the idea. But, it seems to be working.

What does a motto do?

So far it’s helped me focus by organizing how I approach things. That’s something I didn’t quite expect. But, after trying it out, I kinda like how that works–a lot!

How?

Well. Let’s consider each word.

Empathy

It all starts from empathy. This is a new starting place for me, but I’m finding that it helps put things in perspective. I know my feelings, but that’s only one component in understanding a situation. It’s easy (too easy) to stop there. With empathy, I can include the feelings of others. With practice, I’ll be able to learn the source of those feelings to gain a much deeper and richer understanding of a situation. It’s been like turning on the lights in a dark room. (OK, maybe it’s more like turning on a night light, but it’s a start).

Data

Empathy is great (I’m finding), but objective data still has a place. On the one hand it helps put empathy in perspective. Feelings and motives are important to understand, but they can vary over time. So having data helps separate spurious and transient feelings from more profound issues. Neither data nor empathy is more important than the other; instead, they work together to provide a clearer and more complete understanding.

Enthusiasm

As my motto was coming together, it started out as just: Empathy. Data. Success. But those shoes didn’t quite work (to stretch the metaphor). Something was missing. Initially I thought about Execution. But that seemed inappropriate for a lot of reasons. Even ignoring the multiple definitions of the term, simply “getting the job done,” or “processing the data” seemed necessary, but hardly sufficient to achieve success. There needed to be some sense of conviction to the process; hence, Enthusiasm.

If you’re going to do it, do it with vigor (while not ignoring the first two points, of course).

Success

Finally, success. Does this mean riches? Maybe. But, maybe not.

Dictionary.com defines success as:

the favorable or prosperous termination of attempts or endeavors; the accomplishment of one’s goals.

That seems sufficient. A favorable or prosperous outcome seems sufficiently precise for the motto. Sure, the actual operationalization of  favorable or prosperous is going to vary from case to case, but in every case I can imagine, either one seems like a worthwhile goal.

 

And so begins day 1 with my new motto.

I have a motto

Today, I as reviewing the vision document and realized I didn’t have a motto. I’m fairly certain that I didn’t have one because I’ve found coming up with them to be quite a challenge. I honestly sympathize with my students when we’ve done the motto exercise in class.

But, today, I was feeling inspired and took advantage of the inspiration to come up with:

Empathy. Data. Enthusiasm. Success.

That seems like the right order and I like them because they seem representative of what I think are important aspects of life and work. To me they seem both inspirational and aspirational. Reflecting on them helps inspire focus and a certain amount of balance. That same reflection also reminds me of how much I have to learn about each–which suits my desire to constantly learn, grow, and improve.

I suppose the next step is the schwag (t-shirts, key chains, bumper stickers, and what not), but I’m still growing into them, so that might have to wait just a bit.

 

Studies show…

folding-map-360382_640In the quest to do more with less, one method I’ve seen used to get the job done more quickly is to rely on best practices and studies. It’s not that referring to best practices or studies is bad, but they should be the starting point for decisions, not the final word. Why?

Your context is unique

This was made obvious in my dissertation study in which the effect seen by applying best practices or not depended on what was being measured (i.e. what mattered). In the API reference topics I studied, whether using headings and design elements as suggested by the prevailing best practices or not made no difference in reading performance, but they made a significant difference in how the topics were perceived by the reader.

Those results applied to the context of my experiment and they might apply to other, similar contexts, but you’d have to test them to know for sure. Does it matter? You tell me. That, too, depends on the context.

A study showed…

A report on the effect that design variations had on a news site home page came out recently to show how a modern interface had better engagement than a more traditional, image+text interface. However, reader of the latter interface had better comprehension of the articles presented.

Since it relates design, comprehension, and engagement, I thought it was quite interesting. I skimmed the actual study, which seemed reasonable. I’m preparing myself, however, for what the provocative nature of the headline in the blog article is likely to produce.–the time when it will be used in the inevitable “studies show…” argument. It has all the components of great “studies show” ammo: it refers to modern design (timely), has mixed results (so you can quote the result that suits the argument), it has a catchy headline (so you don’t need to read the article or the report).

Remember, your context is unique

Starting from other studies and “best practices” is great. But, because your context is, invariably, unique, you’ll still need to test and validate.

When it comes to best practices and applying other studies, trust but verify.

Reader goals – Overview

readingbookThe reader goals in this series describe the different reader and content interactions with informational content to help content developers and site managers provide the content that best accommodates their audiences’ goals. The underlying assumptions behind these interactions are twofold:

  • Readers come to informational content with some goal in mind.
  • The readers’ goals might not coincide with their content experience.

Understanding readers’ goals is critical to providing the content and experience that helps readers achieve their goals.  Understanding the relationship between reader goals and content also informs the feedback that the reader can provide and the best time to collect that feedback.

Informational content

The interactions described in this series are based on (and primarily intended for) informational content that has no specific commercial goal. These interactions might also apply to sites with commercial goals; however, they were developed for sites with no specific commercial goal.

Audience analysis

The reader-content relationships described in this series are best discovered through audience research.  Having these models in mind can help inform and direct your research. These models can also help identify and characterize the patterns you observe in your audience research.

At the same time, as a writer, I realize that it isn’t always possible to conduct audience research before the content is required. In those cases, these models provide a reasonable starting point from which to later collect data that can be used to refine your model and content. By taking what you know about your audience, you can select an interaction model that fits what you know and use that model as the basis for your initial draft of the content and its metrics.

Feedback and metrics

A key part of these interactions is to help identify what type of feedback can be collected and the best time to collect it. From the readers’ perspectives, the content the means to accomplish a goal, therefore, goal-related feedback is the most representative measure of content effectiveness.

When readers’ goals coincide with completing the content, as in the Reading to do here case, collecting goal-related feedback at the end of the content makes perfect sense. However, we found that much of the content found in  informational sites has a different relationship with readers’ goals. Recognizing this and altering the feedback instruments to match can improve the quality of the feedback on the content.

Finally, the interaction descriptions in this series are somewhat vague when it comes to specific instrumentation and metrics. This is for two reasons. First, the best instrument to use is very context specific. Second, because of this, we haven’t studied this aspect enough to make general recommendations. However, we’re working on it.


This series looks at the different site interactions that readers have with informational sites and is adapted from the full paper on the topic that I wrote with Jan Spyridakis and presented at HCII 2015: Using Readers’ and Organizations’ Goals to Guide Assessment of Success in Information Websites. See the entire series