David Weiss

Unweary

2008-08-21T13:46:00.000-07:00

Starting today I'll be writing at a new blog location: http://unweary.com/blog/ I've redirected the old RSS feed http://feeds.feedburner.com/davidweiss to the new blog. If you want to subscribe to the shiny new RSS feed http://feeds.feedburner.com/unweary please go right ahead. At some point I'll take down the old RSS feed. This change includes an upgrade from Blogger to Movable Type as my blogging platform, but if you sensed that there was more to the blog location change than just that, you were right. I'm "going indie", as they say. :-) This is something I've wanted to do for a long time and now is the time to make it official. I quit working for the MacBU at Microsoft in December 2007 to go back to school. I'm very much enjoying school, and I'm trying hard to keep that my main focus, but I keep wanting to build stuff and publish it and Unweary is just a natural result of that innate desire to create. I expect to build pretty focused, humble, non-life changing software that just makes regular things easier and better in some way. Right now I'm mostly trying to decide which idea to tackle first. I feel like a kid in a candy shop! So that's the news. I'm sure I'll write more about the adventure as it develops, but in the meantime, wish me luck!

Experience

2008-07-02T09:58:00.000-07:00

Especially with a code base that is mature, assumptions correctly made years ago can be terribly difficult to deal with later when the current and new assumptions reign. Writing code that lasts even 5 years and "is robust" is what everyone wants to do for sure, but the recipe for doing just that is not easy to learn and even harder to actually do. For example, you might know what changes need to be made to conform to even the most obvious object oriented design principles, but the business requirements and time to market needs dictate leaving once again old crusty code alone and racking up yet another round of technical debt. Over time, this technical debt will demand payment and the effects on your ability to hire, employee morale, design changes possible, speed of delivery, testing burden, marketing message etc. become very real and very painful. I wonder, can these concepts can be fully learned without actually experiencing pain? Could you even attempt to learn these concepts experientially in college? My experience so far makes me think that one may know something intellectually, without really knowing it. It seems like for so many, one may talk about design patterns or abstraction or low coupling, but until you actually try to build something the other way, the painful way, you just don't appreciate what you are avoiding. What's worse, junior developers who, for no fault of their own lack experience with "the hard way" have a difficult time understanding why one must "go the long way around" to do what seems like such a direct solution. Passing on the stories of the past and their consequences and lessons seems to be an unending challenge.

From my economics book comes this fictional story which I think illustrates the point:

"One Pepsi plant is managed by an economics major with an MBA and has a labor force with an average of 10 years of experience. This plant produces a larger output than does an otherwise identical plant that is managed by someone with no business training or experience and that has a young labor force that is new to bottling."

I definitely fall into the "young labor force that is new to bottling" camp. In the technology industry there is a tendency to glorify the young and bright rather than those who have the experience and have paid the price to learn the lessons that matter in the long run. Whenever I talk to some developer and we talk about where they learned some valuable lesson about software development, rarely do they refer to a book. Almost invariably, they say, "I worked with Joe on this project and he showed me x, y and z. I learned so much working with him." Smart developers, experienced developers who know how to teach and share important lessons to junior programmers seem like a key to the experience problem. Sadly, junior developers who have the presence of mind to ask, listen and apply what they hear are hard to find, and senior developers who are both willing and able to teach effectively are even more rare.

Perhaps the answer to all this is simple. Perhaps it's just he or she who writes the most code, wins. What I mean by this is simply when one writes a lot of code that increases the probability that he or she will make more of the key mistakes needed to learn how to write software with longevity. Just getting more exposure to "how bad things can get" helps bring a sober reality to each line of code written thereafter.

What's remarkable about all this, is that failures in teaching and learning are what keep us "discovering" new ideas that are 40 years old. Truly, "there is no new thing under the sun."

Don't Fight the Music

2008-06-13T09:20:00.000-07:00

As with most forms of art, there are those pieces of music or sculpture or painting that you'll dislike. Perhaps what they portray or teach don't match with your ideals of right and wrong. You'll disagree on a moral level. Perhaps they bring forth memories of the past. Maybe they just look or sound chaotic and simply don't make any sense to you. In all honesty you may not know why you don't like the art, but it might just be grating to you and make you want to turn away. Still, there was and often is a real, living, feeling, breathing human being full of senses, sympathies, misgivings, prejudice and paradoxes behind that creation. Behind all art, prose and poetry are the feelings approximated in the expressions of their craft. The ability to see and feel through the art into the heart of another person, this is the challenge and amazing quality of art. Everyone has a song and they are always singing it. They want to be heard, really listened to, and find out they are not alone.

Appreciating art because of the human behind it, has for me become a simile to working with people with whose opinions I disagree. My Dad would say, "Son, behavior has its reasons." I first remember him saying this when I worked as a Scout leader and got a front seat to the varied expressions of teenage boys. Invariably as I got to know each boy, I found many reasons for strongly held opinions, and behaviors. Often, the life experiences behind these behaviors even for young boys are deep and poignant.

I see similar issues when working in a team of people. The disagreements had in office discussions of the "obviously objective" technology problems often have their roots in other aspects of life much deeper and more powerful and often hidden. This is why teams that have learned to interact with each other "off the clock" as friends and treat each other as respected individuals, for who they are, today, are more successful at solving problems.

I like a good debate and enjoy the challenge of a difficult problem and opposing viewpoints. My experience at Microsoft was of a very "challenging" kind of culture. There you can't squeak out an idea without several counters and objections. This can be good, honest disagreement, but also can turn into ugly contention that yields no redeeming fruit. (It can also drown out innovation since ideas don't have time to germinate and grow and most importantly interact.) Everyone has different tolerance levels for this kind of discord and those who are naturally shy, not quick witted in a debate, or easily persuaded will often find themselves quieted and discontent. This is especially sad when that individual is full of really good ideas, ideas that need to be listened to and acted upon.

Certainly you can't change others, but how can you avoid the destructive discord? How do you know when a good debate has turned into a bad debate? I have noticed in myself the following warning signs:

Respect. If I don't have a deep respect, on a personal level, for the people with whom I'm working, a discussion can degrade incredibly fast. When I'm working with people like this, I have to keep on a higher state of alert.

Civility vs. Hostility. This includes the obvious things like pointing and repeating "you" a lot. In all things keep the discussion civil. Take the time to reinforce with sincerity that you think there's something you don't understand. Let them know you are pushing forward because you think there's something important worth understanding.

Desire to understand. When I sense my desire to understand dissipate and my desire to prove myself right increase, this is a sure indication that the discussion is heading down a destructive path. I can feel it. There's something not right in the air. I get tense, not relaxed. These are signs for me that I need to regroup, reevaluate and possibly try again later.

Judgement. Another indicator is if I am in my mind passing judgement on the individual. I can sense this when I find that I'm thinking about what I'm going to say next while they are still talking, or when I interrupt their thoughts and don't let them finish. I think I already know what they are going to say, so why wait it out? This kind of impetuous behavior indicates that I'm placing myself on a higher moral ground, and this lack of humility doesn't allow understanding, and without understanding, there's little possibility of unity or resolution.

I'm sure there are other even better ways to avoid the pointless and destructive arguments, but this is what I've found so far. In reality, everyone has a song. Listen to it. Find the art in it. Discover what it is saying and if possible the reasons behind the melody. Don't fight the music. There's a person in there waiting to be found.

Management

2008-06-11T10:55:00.000-07:00

I just found this great quote by Dee Hock, founder and CEO of VISA.

I ask each person to describe the single most important responsibility of any manager. The incredibly diverse responses always have one thing in common. All are downward looking. Management inevitably has to do with exercise of authority — with selecting employees, motivating them, training them, appraising them, organizing them, directing them, controlling them. That perception is mistaken.

The first and paramount responsibility of anyone who purports to manage is to manage self, one’s own integrity, character, ethics, knowledge, wisdom, temperament, words, and acts. It is a complex, never-ending, incredibly difficult, oft-shunned task. Management of self is something at which we spend little time and rarely excel precisely because it is so much more difficult than prescribing and controlling the behavior of others. Without management of self, no one is fit for authority, no matter how much they acquire. The more authority they acquire the more dangerous they become. It is the management of self that should have half of our time and the best of our ability. And when we do, the ethical, moral, and spiritual elements of managing self are inescapable.

Asked to identify the second responsibility of any manager, again people produce a bewildering variety of opinions, again downward-looking. Another mistake. The second responsibility is to manage those who have authority over us: bosses, supervisors, directors, regulators, ad infinitum. In an organized world, there are always people with authority over us. Without their consent and support, how can we follow conviction, exercise judgment, use creative ability, achieve constructive results, or create conditions by which others can do the same? Managing superiors is essential. Devoting a quarter of our time and ability to that effort is not too much.

Asked for the third responsibility, people become a bit uneasy and uncertain. Yet, their thoughts remain on subordinates. Mistaken again. The third responsibility is to manage one’s peers — those over whom we have no authority and who have no authority over us — associates, competitors, suppliers, customers — the entire environment, if you will. Without their support, respect, and confidence, little or nothing can be accomplished. Peers can make a small heaven or hell of our life. Is it not wise to devote at least a fifth of our time, energy, and ingenuity to managing peers?

Asked for the fourth responsibility, people have difficulty coming up with an answer, for they are now troubled by thinking downward. However, if one has attended to self, superiors, and peers, there is little else left. The fourth responsibility is to manage those over whom we have authority.

The common response is that all one’s time will be consumed managing self, superiors, and peers. There will be no time to manage subordinates. Exactly! One need only select decent people, introduce them to the concept, induce them to practice it, and enjoy the process. If those over whom we have authority properly manage themselves, manage us, manage their peers, and replicate the process with those they employ, what is there to do but see they are properly recognized, rewarded, and stay out of their way? It is not making better people of others that management is about. It’s about making a better person of self. Income, power, and titles have nothing to do with that.

Your example can be your greatest method of influence. Sadly, for some, you may be doing all of these things and find very little appreciation from those you manage. That's okay. They may think, "What does my manager do?", but it doesn't matter that they fully understand, unless you are preparing someone to take your place. Your job is not to prove your worth to those you manage. If your team is feeling individually appreciated, inspired, free to explore and get things done, then you are largely doing right by them. Still, your team will likely fail if you don't manage your superiors, peers and yourself properly, which is to say, I agree whole heartedly with Dee Hock's comments above.

Contrast

2008-05-15T09:29:00.000-07:00

I've visited a lot of places around the world, but I've only really lived in a few places. I grew up in Redmond, Washington, the Redmond before Microsoft. The little town with one stop light on Leary Way and fields next to the Library where I would ride my BMX bike. I grew to love the green, tall trees, massive amounts of rain and the feeling of misty mornings and amazing sunsets. Rivers were all around me and the ocean never far away. The mountains either the Olympics to the west or the Cascades to the east were ever present. I honestly couldn't imagine a better place to grow up.

I have also lived in Northeast Brazil for 2 years. There is some desert there, but mostly verdant forests, jungles, farm land and grass lands. There, it seemed like you couldn't drop anything on the ground but that it would grow. Again I was close the the ocean and while I didn't spend much time there, I got to know fishers and farmers and cattle ranchers all of whom helped me to see life more clearly. The green you experience in the equatorial areas in Brazil is a different green than I experienced back home in the Northwest. It was a brighter and more vivid green, not the dark, wet mossy green of the Pacific rain forests. It also amazed me how on the equator, there is no dusk. The sun sets so fast, you can turn your head and miss it. But with all the sun and rain and rivers, the tall trees of the jungle were always close by. The Mango trees and the huge Jaca trees seemed to always provide shade and something to look up to.

Imagine my surprise to move to southeastern Idaho, in the high desert plains. Comparatively few rivers, though there are lots of irrigation canals. Flat land, most of it lava rock. Harsh winters and an overall color I'd describe as, well, brown. Trees here are a green color, but with a muted brown to them. The ocean seems a distant dream and large bodies of water few and far between. While we drove to our new home for the first time, I commented to my wife, "Man, this is ugly!" Now, least I offend my fellow Idahoans, we are learning more about this new climate and the wonderful things to explore here, and I'm sure those of you who have braved the high desert plains will have much advice to add, but it's still a shock and the contrast is very real.

Contrast often allows you to see things more clearly, and today, I saw very real beauty in this area, for the first time. And I saw it in the trees. What struck me is how solid, sturdy and unyielding these trees are. There are trees planted and nurtured by those living around houses or in the city, but the trees that captured my mind are those out on the plains. These trees are growing up amidst the driving sub-zero wind and snow of winter and withering heat of summer, from a bed of lava rock! It's as if these trees are saying to Mother Nature, "Sure, I'll grow here, right where you planted me." And they do grow. Against all the odds for survival, they survive! They take in carbon dioxide, unusable by most around them and exhale precious oxygen into the high altitude air. In the search for water, they break up the rock and begin to make dirt for other, less sturdy plants who will benefit years after they have died. They bear the weight of heavy snows and heavier ice. They just seem to "take it" and keep living, untiringly and unheralded, these miracles of nature do their part to grow.

Perhaps my love of trees comes from my childhood growing up around them. Perhaps I took for granted the trees, water and green always around me. What ever it might be, for me, these lonely, windswept, dust covered but undaunted trees are inspiring.

By Example

2008-04-29T10:09:00.001-07:00

Microsoft's recent introduction of Live Mesh is a perfect example of a core difference between Apple and Microsoft. Apple is, at heart, a product company. Microsoft is, at heart, a platform company. Both produce products and platforms, but the way they approach the problem and communicate with developers is decidedly different.

With Live Mesh Microsoft says, "Come, build on our platform and do amazing things!" What is the oft cited example for using Live Mesh? Multi-device synchronization of data. Now, to be sure, this is a big and very hard problem to solve. In fact, I really wish Apple's Sync Services were much, much better, but do you wake up in the morning thinking, "Man, I really have a Multi-device synchronization problem?" Most people don't. What they do think is, "Man it's great that when I put stuff on the web, I can get it wherever I am. All I need is a web browser." You see, syncing folders or sharing data across devices isn't top of mind in the way a developer thinks about it. Microsoft's challenge is mapping their platform to real problems in a persuasive way.

Contrast this with Apple's normal product focused pattern. First they release a product that solves a real, tangible problem people have. Say, "I hate it that I have to carry around my iPod and my Cell phone everywhere!" or "Man I wish I could buy that cool song I just heard, right now." or "I have so many digital photos, I wish there was an easy way to do something cool with them." or "Man I hate it when I loose files on my computer, I wish I could just go back in time." To solve these problems Apple, like Microsoft, has to build a platform, but this platform is built for a product first, which they use and improve. Then when they talk to developers they can say, "Did you see this cool thing we just did? You can do the same thing or even something better! Here's how we did it..." It's the difference between saying, "Here are the tools, let me show you how to use them." and "I used these tools to do this great thing. Let me show you how and maybe you can do the same thing." Ultimately, it's leadership by example.

Another great example is Apple's use of the Cocoa APIs in their own applications. Apple builds amazing products and then is able to say to developers, "We used the same APIs available to you today!" Contrast this again to Microsoft. Windows Vista was released with some remarkable new C# APIs. Many of them very cool and very interesting, but what is Microsoft Office written in? C and C++. What APIs does Office use? A multitude of Office only APIs and libraries shared among the applications. Does this hurt C# and the new "WinFX" platform "street cred"? I think so.

Ultimately, Apple and Microsoft are trying to solve many of the same problems, but the path you choose while logical to you, may not be so logical to those you most need to persuade and inspire. No one can argue with the results. For me Apple's "solution first, platform second" approach makes for easy understanding of new ideas as well as providing the activation energy needed to try something new.

Metacognitive Miscalibration

2008-04-21T18:27:00.000-07:00

A few tweets ago, (I always feel weird referring to Twitter in the past tense) I posted: Why are the unintelligent or uninformed so arrogantly confident while the intelligent and well informed so often unsure and apprehensive? There is something very human to thinking you know more than you really do about a subject or issue. While, this problem can be seen in many areas generally it's particularly acute in software development. For example...

AppleScript in Office X

Back when Mac OS X was just about to go 10.0.0 we were busy working on getting Mac Office working on the new platform. There was a lot of pain involved with the transition. Many APIs had been removed and alternatives needed to be provisioned (and tested), the new Aqua interface guidelines had to be applied to the whole of Office and a host of other issues needed to be addressed. I was at the time on the team that wrote the tools for automated testing and I was pushing hard to get Office wide AppleScript support on the list of features we'd commit to doing for Office X. I wanted this not only for our customers, but to augment our testing efforts. With an API to drive the applications we could automate many "smoke tests" on a daily basis as well as set the stage for long term AppleScript based test suites. Automation testing benefits are often not fully realized, especially static automation, until the version after you setup the automation, so I was especially anxious that we get our API in Office X, so we could reap the return on investment for Office 2004.

I remember talking with Jim Murphy about getting AppleScript support like it was yesterday. We were in building 44 and his window office was near the 2nd story walkway that connected our building to the cafeteria. In my naivete I asked why we couldn't just build a some kind of layer to call into the engine code of Office and presto, AppleScript dictionaries for Office would be complete. I pointed to some improvements Apple had made to make AppleScript a better inter-application communication protocol and ask, "How hard could it be?" Jim turned to me and said, "Hard? There's nothing easy about it. It's all pain. All pain." Then as was typical, turned back to his work, leaving me to think.

In this case, I was the unintelligent and uninformed, but very enthusiastic novice. Jim turned out to be right. For Office X, we did try to do the AppleScript work, but it turned out to be much more difficult a problem to solve. After months of work and many dead ends, we pulled the feature from the Office X feature list. For Office 2004, we tried again. In this case, Jim himself, one of our best developers, ended up spending the better part of a year getting AppleScript to work with Office, which is probably worth another post in and of itself. I thought I knew more than I did, I thought the problem was simpler than it was. My confidence and thinking was miscalibrated. The root cause was my lack of understanding and experience.

Wicked Problems

Sometimes, even the best developers underestimate the scope, breadth and depth of a problem. In a drive for simplicity, I observed in myself and others another kind of design time problem where thinking was miscalibrated. The cycle I have observed looks like this:

Developer looks at a problem A, and thinks he or she fully understands the problem.
Developer designs a simple solution to problem A.
Developer codes the simple solution.
Developer or tester or marketing or customer use simple solution for problem A.
Bugs trickle in and solution A is modified, bit by bit, bug by bug, until it is patched in a thousand ways and no longer looks or acts like the simple solution. The solution is complex.

Some will say, "Hey! Why didn't that lame developer take the time to really understand the problem? Then he could have taken the time to fully comprehend the complexities of the problem, and then design a simple, elegant solution!" The problem with this is that many subtleties to the problem do not manifest themselves until very late in the development process which make re-architecting the solution for such a small issue un-reasonable. But this is a "death by a thousand paper cuts" issue. What's worse, many architectural issues can only be comprehended after years in a problem space, and as promotions or attrition happen, the so called simple solutions, with their complex instantiations proliferate in code.

Adam Richardson spoke to the challenges of wicked problems when he said:

Wicked problems are very difficult to understand by staring straight into them and looking for clear detail, however. They need to be approached from the edges, sort of like doing a jigsaw puzzle where you find the edge pieces first. Having peripheral vision that is trained to be sensitive to the edges is a key capability (this applies both to product teams and to business units - wherever wicked problems occur).

Normally this causes the developer to tack on simple solution to solutions with patch upon patch applied with the Hippocratic Oath echoing in their ears to "do no harm", but deceptively the bandage is not big enough for he wound, and no one knows.

The Desire to Learn

Another reason why some can feel "informed" when in fact they are not is that they have lost the hunger to learn. They've lost the desire to learn and grow. René Descartes said it this way:

Good sense is the most equitably distributed of all things because no matter how much or little a person has, everyone feels so abundantly provided with good sense that he feels no desire for more than he already possesses.

There is a reason for diversity of opinion, it provides the natural tension that keeps us from thinking we've got the problem solved. When I left Microsoft to go back to school and finish my degree, many asked, "Why are you doing that? What are they going to be able to teach you?" I'll admit that this partially resonated with me. I wanted to be the sage of wisdom, but as I've spent time with teachers and students, many of whom do have less "industry experience", I have learned an enormous amount! To put it bluntly, I have been humbled. I've learned things technically, intellectually, physically and even spiritually. I feel so blessed. I'm beginning to think that what any given situation can teach you depends largely on the person experiencing the situation and very little on the experience itself. Put another way, there's a great difference between 50 years of experience and 1 years worth of experience repeated 50 times.

Personal Pride - the Anti-change Agent

Closely related to the lack of desire to learn is the desire to avoid being wrong. So much in school is focused on being right, knowing the right answer to a test or the correct proof or solution. In sports, no one likes to lose. Everyone likes a winner! But this desire can work into our minds in a limiting way. Leo Tolstoy wrote:

I know that most men, including those at ease with problems of the highest complexity, can seldom accept even the simplest and most obvious truth if it be such as would oblige them to admit the falsity of conclusions which they have delighted in explaining to colleagues, which they have proudly taught to others, and which they have woven, thread by thread, into the fabric of their lives.

At work I would say, "We don't fail half as much as we need to." I still think this way, but now I've found a new reason: Failing keeps our mental muscles and joints from stiffing with pride and forming into the arthritis of the mind.

The Well Intended Deception

Another reason for metacognitive miscalibration I think stems from the very basis of good object oriented abstraction and encapsulation. When I write some simple app with Cocoa's AppKit and Foundation libraries, I am, as they say, standing on the shoulders of giants. I've wondered how many actual lines of code are called when I double click a simple app like TextEdit. Who wrote these lines of code? When did they actually get written? What were the discussions behind their design and implementation? Even Apple couldn't fully answer these questions. It is all this code that even the simplest of Cocoa applications depends upon. But still we continue to have demos around how "few lines of code" were needed to accomplish something. This is a well intended deception, because really, more code is being executed and written, but only now how this code works is opaque. It's well intended because who wants to write, maintain and debug more code? Why not offload this to Apple? I expect these demos to continue, because less code for a developer to write is the canonical example of efficiency, but there's something wrong that comes from this. It's the feeling that you actually really understand what is going on to make your application tick. These assumptions and abstractions can be benign, but they can also make one feel and think that they know more than they do and can do more than easily possible.

In the process of detail management that is software development, making things simpler and more tractable is an excellent goal, but there's a limit to how "simple and easy" things can get and still be valuable. Recently I overheard two students talking about building an iPhone application. The one said to the other, "Dude, they showed this awesome demo of Spore, where in only 2 weeks, 2 weeks! they got this awesome iPhone game running! It's so easy. We can totally build an awesome iPhone app!" First, I love the enthusiasm and I hope they do in fact build an awesome iPhone application. Apple was trying to demo how easy it was to build iPhone applications and I think we've never seen a mobile platform that's better for developers, however:

Taking a senior developer who as spent the last several years of his life building games and developing Spore, bringing him into Apple with full and uninterrupted access to Apple's staff of iPhone engineers that have been developing the iPhone SDK and iPhone applications hardly equates to a college student being successful at all the complexity involved with boot-strapping a company and building a successful iPhone application from scratch. Building great software is still hard, hard work. It's tedious, often un-glamorous and takes someone who doesn't mind getting down and dirty with the details to make something great. Most will simply give up, and even those with the passion and stamina to continue are hardly assured of success. I suppose I'm arguing simply that a healthy dose of Steve Job's famed "Reality Distortion Field" do not a great developer, company or software make.

There are probably other reasons we tend to think we know more than we actually do. But the lesson for me is this: I need to take some time to ponder and reflect regularly. Am I in the "unintelligent or uninformed and arrogantly confident" camp? If so why and how can I get humble? Am I part of the "intelligent and well informed but unsure and apprehensive" group? If so why and what can I do increase my tolerance for risk and decrease my fear of being wrong? A little meta I know, but the title should have warned you. :-)

CodWarrior

2008-03-13T20:53:00.000-07:00

Here's a blast from the past. As Xcode continues to improve as the default IDE on the Mac and for the iPhone, the majority of Apple's current developers don't even how CodeWarrior saved Apple. With the release of the iPhone SDK, I think it's not far fetched to imagine Apple's WWDC attendance tripling. Someone sent me this graphic from an old Metrowerks t-shirt. If you have this shirt, you fully qualify as an old timer.

Heuristically Thinking

2008-02-26T22:33:00.000-08:00

You don't have to understand calculus to appreciate this entertaining story:

A teacher, trying to explain what a theory is, asked this question: “If you take a letter half the distance to a mailbox and stop, then start over going half the remaining distance and stop, then repeat the process over and over, theoretically will you ever really get to the mailbox?” One bright student said, “No, but you’ll get close enough to mail the letter.”

There are many definitions for what a heuristic is, but the one I like best is illustrated in this story. A heuristic is "close enough." I am beginning to believe that more and more what matters in software isn't so much building the perfect algorithms, that match and mimic real life in every way and hold up in every edge case. What matters most is getting a model that comes close enough. What matters are heuristics.

My favorite chemistry textbook, has this to say on the topic of "The Kinetic Molecular Theory of Gases" (KMT):

However, although laws summarize observed behavior, they do not tell us why nature behaves in the observed fashion. This is the central question for scientists. To try to answer this question, we construct theories (build models). The models in chemistry consist of speculation about what the individual atoms or molecules (microscopic particles) might be doing to cause the observed behavior of the macroscopic systems (collections of very large numbers of atoms and molecules).
A model is considered successful if it explains the observed behavior in question and predicts correctly the results of future experiments. It is important to understand that a model can never be proved absolutely true. In fact, any model is an approximation by its very nature and is bound to fail at some point. Models range from the simple to the extraordinarily complex. We use simple models to predict approximate behavior and more complicated models to account very precisely for observed quantitative behavior. In this text we will stress simple models that provide and approximate picture of what might be happening and that fit the most important experimental results.

The textbook then goes on to explain postulates for this model of thinking, many of which by themselves are absolutely false, but taken together and used properly, they create a system of thinking that works for a wide range of situations. This collection of half-truths produce a half-truth baked solution, absolutely, but one that is indeed close enough.

For example, some "half-truths" or "simplifications" if you will, involve assuming things like: each molecule of gas is perfectly spherical in shape and any collision is perfectly elastic in result. Or worse, the volume of all these individual molecules is assumed to be zero! Individually, each of these 3 statements is categorically false, but they were the right bits to "design away" as they defined the problem space so that the model could be simplified, made useful and the problem of dealing with billions of particles be made into something tractable.

To me, this is more than simple object oriented encapsulation and abstraction. This is thinking about the whole problem differently. It's about looking at individual behaviors from a very small sample and knowing, by some spark of genius, which attributes are the important ones to the ultimate outcome of the system as a whole, and which are not. This is writing software that is able to predict things, for example, test software that is able to predict when "something good" has happened and also when "something bad" has occurred. This is about designing software by building software models that categorically do not reflect the real complexities of the system, but that taken together, get "close enough" to do real work in the real world. Ultimately your models will fail when pushed to the limits, but even just understanding those limits will help you better understand the problem you are tasked with solving! It even begs the question: What kind of programming language best allows for the definition and use of heuristic models?

I don't know where I first heard this, but someone once said something like, "Where Microsoft codes if statements, Google codes in Bayesian probabilities." There are more data and variation in that data than there ever was before. If you are going to write or use programs (very likely) that deal with large amounts of data (also very likely) it might be a good idea to get used to thinking about things in heuristic terms. It may not be exactly perfect in every case, but it will be close enough.

Finishers Wanted

2008-02-24T15:55:00.000-08:00

When I was a little boy my Mom had me memorize this little poem:

Stick to your task ’til it sticks to you;
Beginners are many, but enders are few.
Honor, power, place and praise
Will always come to the one who stays.

Stick to your task ’til it sticks to you;
Bend at it, sweat at it, smile at it, too;
For out of the bend and the sweat and the smile
Will come life’s victories after a while.
—Author Unknown

I think my Mom had me memorize this poem because she knew I would need it. She understood better than I the old adage that "Life does not reward us for effort expended." Finishing is required.

For me, it is exciting to find a problem and imagine a way to solve it. The creative exhilaration in coming up with a solution that will work within all the constraints involved is almost intoxicating. I have a remarkable tolerance for ambiguity and when the major "problems" as I see them, have been solved, filling in all the details seems so much less important. The hard design work has been done. There's perhaps little glory in all the simple, small and detailed work needed to connect the dots and make the grand vision a reality. However, software is ultimately just simple 1s and 0s and if you don't fill in all the details, then all you are left with is a dream. You've got to have both the vision and the finishing of all those tiny details.

"This is all your app is: a collection of tiny details." - Wil Shipley

Missing a few details can drastically reduce the value of the whole idea. I guess that's why I love Mac software so much: There's the constant demand from both the users and my peers for my concerted effort across the entire spectrum of "pie in the sky" ideal to actual, practical details in implementation. To make it work in software, you need to consistently execute well across the whole spectrum of work. Let me underscore the words consistently execute again, they are very important.

Matt Ball recently wrote a nice post about some up and coming Mac developers that worked so hard on their first release, but since then have produced relatively little. They haven't created new apps, updated their 1.0 apps, even posted to their blogs. Some still have ideas in picture form posted in all their high fidelity glory, but with no application to show or sell to the customers that have been waiting to see the finished product. These developers seem to be struggling with consistently executing against their plans.

Matt goes on to explain that he thinks this is related to their young age. Most of these developers are young (19 years old) and he thinks suffer from some kind of "shiny ball syndrome" where they are easily distracted from one project to the next. I don't know the developers, and they could be easily distracted or they could have absolutely justifiable reasons for their delays, but the result is the same: Doubt builds as to their ability to consistently finish their ideas. Their credibility and reputation weakens.

Many of life's failures are people who did not realize how close they were to success when they gave up. - Thomas Edison

I don't think it's age. I think that's far too simple an answer. I know developers in their 50s who struggle from this exact same problem. It's not size or lack of resources either. Look at Microsoft. Here's a company where a large part of their problems revolve around consistently producing, not a lack of money or great people or innovative ideas.

The idea is not the thing!

One part of the problem comes from patent law. There is a remarkable and universally held assumption that ideas are worth a great deal. I will not say ideas are worthless, but they are worth far less than most of us realize. Even the most simple idea takes remarkable effort, and follow through to get designed, built, packaged, and ultimately used by others. This is why I felt My Dream App was destined for difficulty. They had enthroned ideas as the product, when in reality it's all the grunt work after the idea that make the product. It's all those pesky little details and the consistent effort required to follow up and deal with each of them that matters.

Finishing is the thing!

When the iPhone was released, there was a collective groan world wide from designers who had years before envisioned the ideas that Apple had now so beautifully produced in a finished product. Kim Lenox, Senior Interaction Designer of Adaptive Path explains:

With the launch of the iPhone, I’ve been hearing many grumblings from interaction designers who’ve worked for various, well known consumer electronics companies. We can all see in the iPhone aspects of our concepts from years past that were brushed aside or died prematurely. Our concepts are suffocating under the pile of NDA verbiage, never to see the light of day. What sets our mere concepts apart from this final product however, is a company with leadership who has the fortitude to take the risk, find the budget, and push the technology for the single cause of designing compelling user experiences. Apple got it right.

Amazing isn't it? Once again, it's all about execution and finishing, not just the ideas. Leadership is important for sure, but finishing the job in a company is so much more than Steve Jobs simply saying, "We're going to build an iPhone and it will have a compelling user experience." It's thousands of decisions made by hundreds of employees at Apple and elsewhere. It's dealing with setback after setback and still pushing forward. It's taking the right calculated risk (EDGE and AT&T) and saying no to other things (10.5 on time, a Dev SDK) in order to finish. That is the task of finishing and at Apple, it seems to be part of their DNA.

Tranquil and Steady Dedication of a Lifetime

One of the most important attributes of a software company I would like to work for, comes from an idea the late Adlai Stevenson a U.S. Democratic politician explained when referring to patriotism:

What do we mean by patriotism in the context of our times? I venture to suggest that what we mean is a sense of national responsibility ... a patriotism which is not short, frenzied outbursts of emotion, but the tranquil and steady dedication of a lifetime.

In a great software company, there wouldn't be "short, frenzied outbursts of emotion" but a consistent focus on finishing in a steady and sustainable manner. My guess is that those prone to "putting on a big, glitzy show" and those that don't effectively resist the "constant bombardment of new and exciting things to try out" will have set themselves up as an unsustainable business, and ultimately end up disappointed.

Saying No: a feeling of strength in reserve.

One of the biggest challenges is just saying no to things. What's hard about this is often you need to judge between what is "good", what is "better" and what is "best". In order to do that which is "best", you will, you must say no to many, many things that are "good" and "better". This is heart wrenching work, but choosing what you do now to remain focused and finishing, this is your competitive advantage. When asked what work he was most proud of from among his work at Apple, Steve Jobs famously said, "All the products we didn't ship." Many people and businesses talk about focus and priorities, but very, very few actually finish the idea and follow through with the well executed decision making and focus required.

“You must always work not just within but below your means. If you can handle three elements, handle only two. If you can handle ten, then handle five. In that way the ones you do handle, you handle with more ease, more mastery and you create a feeling of strength in reserve.” - Pablo Picasso

Keep Moving Forward!

There is a scene in Disney's animated movie Meet the Robinsons that I love. The story is of a young boy inventor who is learning. During this particular scene he is trying hard to fix a peanut butter and jelly gun, used to automate sandwich building. Everyone is watching him and it looks like he's going to succeed, finally the time comes to try his fix. The whole thing explodes sending peanut butter and jelly everywhere and onto everyone in the room. He is devastated, but immediately he hears cheers and people start to comment on what a great failure that was! "You Failed!" "And it was awesome!" "Exceptional!" "Outstanding!" "Uh, I've seen better." "From failing you learn, from success, not so much." They congratulate him like he succeeded. They ultimately propose a toast to his brilliant failure. He is stunned. The motto of this family is: Keep moving forward!

This is a good motto for anyone working with software. The challenges are so great and the problems so complicated and frequent, you simply must have the determination to keep moving forward, to and through the finish. Start small and build momentum and keep finishing small things, just to keep in the habit of it.

This is not always easy. Sometimes I would come home from work so frustrated with how slow things were going and how little progress was being made, I'd tell my wife I just needed some time alone to cool down. I'd go into my room, open my laptop and write a blog post. I'd post it and point to it while saying to my wife, "There, I did it. I produced something today! It may not be much, but at least I produced something tangible!" You've got to keep in the habit of producing or finishing. You can't let those muscles atrophy.

One of the best development techniques I've seen over the years is test driven development. The pattern is to build a small test that represents an improvement you want to make to your program. Once the test is built, run it and watch it fail. Then write just enough code to make the failing test pass, then run the code and watch the test pass. Repeat. This tends to lead to low coupling and good cohesion and a reasonable test bed. The real hidden value is regular focus on tangible completion in a consistent way, over time. Just keep moving forward step by step and then after some time you'll be impressed as you look back on the mountain of work you've accomplished by such simple means with constant effort.

There are bugs to be fixed, old code to re-examine and refactor, performance problems to analyze and improve, build automation, test automation and website improvements, help docs to write, blogs to read, posts to write, ideas to explore, customers to contact, emails to read and write. Your job is to choose which of all of these you will do now, and then keep moving forward. Those who master the art of consistently and sustainably producing value, are setup for success. Be one of them. Don't quit. Don't stop. Focus on consistently finishing something of value, no matter how small. That's what the world will pay you for, and since so few seem to stick to it, there's plenty money in play for those who pay the price to consistently finish the job.

The Perfect Laptop

2008-02-23T22:34:00.000-08:00

Business Week's recent cover story on Lenovo's new ThinkPad X300 laptop caught my attention. Can you imagine spending 2 years working on a super thin, super light laptop for release in February 2008 and then have Apple announce the MacBook Air on January 15th? What a commotion must have been had at Lenovo after Jobs' keynote!

It turns out that the X300 is actually lighter than the MacBook Air when configured without the DVD drive. It apparently also snugly fits into a mailing envelope! It has 3 USB ports and an Ethernet port and includes a solid state drive as the only drive option. What's really striking about the X300 is Lenovo's whole approach to the project. When they think of the "perfect laptop" they don't see the svelte curves or shiny metal jewel that Apple sees, they see 90 degree angles, boxy, matte-black, computer that looks all business. David Hill, Lenovo's chief designer and "keeper of the ThinkPad tradition" said it best: "I'm a bit tired of looking at silver computers, I'd never wear a silver business suit."

Despite the fashions of the day, Lenovo is not only trying to remain true to, but underscore the original ThinkPad design by Richard Sapper. I'm impressed by this. They are trying to build an equally, if not more impressive laptop than the MacBook Air, and retain their own identity in the process. It's both courageous and unique these days. In some ways it says something about the times that "simple, elegant, matte-black machines with precise, 90-degree corners" would be thinking differently, while so many are trying to "be like Apple." My applause goes to Lenovo for being themselves! Well done!

The Mix Tape and iTunes

2008-02-22T14:29:00.001-08:00

I know I'm dating myself a bit here, but there was a time when friends my age would exchange songs via cassette tape. It was illegal I'm sure, but such a wonderful labor of love. The carefully selected list would exchange hands and then the recipient would spend typically 60 minutes straight listening to each song trying to deduce the "real meaning" for this song being included in the mix. Meanwhile, the giver would also listen to the same songs wondering how the recipient might be enjoying it. As you can imagine this made for some great follow-up discussions. I was reminded of this recently when I found this product from the UK:

Note: the authentic bent label. There are even other styles shown here.

With 64 MB of storage you can get at least 60 minutes of songs for your gift. Very retro. Fun, not terribly sustainable and probably illegal as well, but still pretty cool.

When I saw this I wondered, and not for the first time, "Why doesn't Apple do this kind of thing on iTunes?" They've allowed gifting for a long time, but that's one song or album at a time, not a collection of specially chosen songs. They could send a custom "iCard" or well designed announcement. Going to iTunes would allow you to download the gift list with a special custom cover for the playlist along with custom messages for the whole list and each individual song. What you're selling here is the experience of the music and the gift of listening to each song specially selected for you. There would be a one click "Add to my iPod" once the songs downloaded so you could get going right away. While you listened you could continue to refer to the sender supplied comments for each song on your iPod. As an added bonus, if the person receiving the list, already purchased this song on iTunes, it wouldn't copy down a duplicate song, but just link it into gift playlist with custom text. In this case the cost of the collection would go down by the cost of the duplicate song.

This isn't just about love birds or anniversary collections either. I can see "get well collections" sent, "congratulations you did it!" collections, and even "inspiring songs from a friend that cares" lists being given. I can even see adding a movie or movie rental to the list with the connection of "this movie makes me think of you" or "let's watch this together..." etc.

I suppose every regular Mac user who blogs has to post from time to time, with wishes for Apple to fulfill. I haven't done my fair share of them, so here's my penny in the fountain. I think it would work wonderfully. Come on Apple, give us Mix Tape gifts on iTunes!

Passing of President Gordon B. Hinckley

2008-01-28T07:47:00.001-08:00

Beloved Church President Gordon B. Hinckley, who led The Church of Jesus Christ of Latter-day Saints through 12 years of global expansion, has died at the age of 97. President Hinckley was the 15th President in the 177-year history of the Church and had served as its President since March 12, 1995.

I suppose he said it best:

Death is a part of life. It is a fundamental, basic part of our eternal lives. We can't go on with the great work that lies ahead without stepping over the threshold of death, sorrowful as it is for those who remain. I am satisfied that it is a beautiful experience for those who make that step, who have lived lives of righteousness and faithfulness. - Gordon B. Hinckley, Ensign, Aug 1997, 3

For my part, this man was an example to me of someone who finished the course, kept the faith. (2 Timothy 4:7) I will miss him.

Change is Hard

2008-01-27T13:12:00.000-08:00

I just rediscovered this great quote:

A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it. - Max Planck

I believe this doesn't just relate to scientific truth, but truth in general. My Dad would say, "Experience is always in the first person," meaning that it's a good idea to learn from others, but most of the time we don't. There are great new truths to be had, but everyone is at a different point in the journey, with all the baggage that entails. Many of the most important and needful changes can't happen until there is a personal experience with the need for change. Mostly that happens one person at a time. There are those who think people would act differently if they only knew some bit of relevant knowledge, but more often than not, the reality is much more complicated than a simple lack of knowledge.

Change requires love, patience, help and encouragement, a willingness to learn from above, from below and from all those around you. It requires an absolute and deep conviction that you could really be wrong about something in a fundamental way. It requires a desire to improve and a motivation to exercise more effort than normal. It requires the courage to be wrong and fail again and again in the pursuit of new understanding. In the end, it often requires the willingness to forgo the due respect and esteem of others. Almost always it requires some kind of sacrifice. It is for all these reasons and many more, that change is hard. Thanks be to those who, despite all of this, do change. They make space for others to do the same.

Leaving Microsoft

2008-01-01T09:04:00.000-08:00

Starting today I no longer work at Microsoft. As many of you know, I started working at Microsoft after an illustrious post high school career as landscape architect. ;-) I loved the landscape work, but Microsoft paid better. I was just barely 18 and Microsoft was just realizing that the internet (lower case then) was amazingly NOT going to be replaced by the Windows 95 Microsoft Network. Much has changed since then. While I started my 4 year degree and continued working on it part time, it’s now time for me to go back to school full time and finish. After that, I hope to get an MBA.

I’ve had a remarkable time at Microsoft and in MacBU in particular. I’ve learned so much. I’ve been so thankful to interact with such a high concentration of good individuals. I feel very blessed. My last day was December 31st, 2007.

So that’s the news. I realize that many of you subscribe to this blog because of my connection with Microsoft and especially MacBU. Since I'm no longer working there, feel free to unsubscribe. During the Holiday's I've been mentally processing my MacBU experience and I'll be posting much of what I have learned and observed. If that interests you, hang on, there might still be some content here for you! As you may have noticed I've not really posted anything since September when I returned to work after paternity leave! These last 3 months finishing up Office 2008 were quite the grind, not a death march, but certainly not pretty. I'm glad for it to end. With a bit more time, I think you'll see some more frequent posts here.

If you'd like to contact me informally, as always, feel free to email me at my Gmail account referenced on my Blogger profile page. If you'd like to contact/track me more professionally, feel free to follow my LinkedIn profile.

Happy New Year to all and wish me luck!

Google Maps My Location beta

2007-12-31T13:51:00.000-08:00

In Google's recent Google Friends Newsletter we have this tidbit:

Google Maps for mobile, now with My Location (beta)
GPS-enabled mobile phones continue to rise in popularity - but most of us do not have that capability. Now, with the latest version of Google Maps for mobile, you can use the new My Location (beta) technology that uses normal cell phone towers to provide you with approximate location information. It's not GPS, but it comes pretty close. http://www.google.com/gmm

Cool stuff. The really interesting thing about this is the ability Google could eventually have to track location and correlate that to better target ads on the iPhone.

More iPhone Features

2007-12-29T14:01:00.000-08:00

If the folks over at Gear Live have the scoop on the newest iPhone firmware update, it looks like it will add some very cool features. My favorite will absolutely be the "Locate Me" feature added to the Google Maps application. Gear Live servers are slammed right now, but here are some of the small resolution images that look very authentic to me. With every iPhone software update, phone manufacturers everywhere are wishing they had a reliable way to distribute fixes and add features. Apple really has a competitive advantage with their ability to update the iPhone in the field.

Workspace Traditions

2007-09-12T19:22:00.000-07:00

Every company, every team has their different traditions and specific culture and Microsoft is no exception. Christian Buckley of BlueBadgeMojo.com pokes some fun at what I think is a Microsoft specific tradition of "decorating" offices of people gone for an extended period of time. I remember carting in sand for a "beach house" office decoration way back. Where did it all start? I guess I'll never know.

What funny workspace traditions do you have? Have you seen the office decoration thing outside of Microsoft?

Numbers

2007-08-15T10:22:00.000-07:00

One of the great benefits of working at Microsoft is that when you add a new little one to your family, you get 1 month of paid paternity leave. Recently, we've had the opportunity to take advantage of this benefit. Since our little baby was born, I've been home working as Mr. Mom. I've been mostly offline, except for early mornings and late nights when the kids are sleeping. My boss isn't going to like it, but since I've been gone for paternity leave, I've logged on to my work email only once, and that was just to make sure my out of office emails were working. Needless to say, I've been happily busy with family.

I haven't been so busy that I didn't catch Apple's announcement regarding their new iWork application, Numbers. I haven't bought a copy, or logged into work to see what others are saying about this announcement, but I'm guessing it's much like when Apple announced Keynote for the first time. A combination of deep respect for Apple's software and design capabilities, coupled with sense of, "Let's get back to work and make something great!" kind of attitude.

What follows are some of my personal feelings that I've considered amidst making meals and playing at the park with my kids. I don't in any way attempt to speak for MacBU or Microsoft, these are just one person's opinions, specifically mine. And yes, I do work in MacBU, and yes I can't share everything I'd like to say for obvious reasons. So, here goes:

Once upon a time, it was decided that we needed to move to a more open file format. XML was the obvious choice. There were and are a lot of good reasons for opening up your file format. I'm not going to discuss these at length, but one of these in particular is that folks are not forced to use your application to both read and write files that others can use. This is a good thing.

Allowing anyone to read and write your file format is a bold move because it says in essence, "We don't need a locked down file format to compete. The format can be available for everyone, and we'll compete on the ease of use and efficiency of our applications. We have what we think is the best interface for reading, creating and managing Office documents, but if someone has what they think is a better way to build Office documents, wonderful, we welcome it!"

What Apple has done with Keynote, Pages and Numbers is exactly this. With each one of their applications, they've created a user interface that reflects how they think people want or should want to act when building a presentation, document or spreadsheet. I've been in this market for a long time, and obviously have opinions about how things should be done. If someone else has what they think is a good solution for building Office documents, I think that's great.

From another perspective, I think Apple's work on Numbers underscores that despite the large advances being made in web interfaces, there is still a place for rich client applications. Both iLife, iWork and even the Google Maps application on the iPhone reinforce that there's lots of opportunity left for innovation in the "rich client" arena. Numbers specifically proves there's opportunity left for innovation in the productivity applications space. I certainly think there is, and folks who think that the problem space that Office lives in is "essentially solved", should think again. There's plenty left to improve. Plenty. That's what makes it exciting.

Some have said, "I bet MacBU is envious of Apple being able to start from scratch." Now that's a loaded comment. Let me try to address the different parts. First the envious thing. Apple is a great software company and at Microsoft, software is pretty important too! ;-) At the very core of MacBU is the desire to produce great software for the Mac platform. When the business unit was created, the whole goal was to focus our energies on producing seamless and compatible, but very Mac, applications. There are a certain set of problems one must focus on when working on Mac Office. There's another set of problems one must focus on when working on iWork. You trade problems sets, but they are just different problems sets! The grass is not always greener on the other side of the fence. Most people with significant software experience will know that "starting from scratch" is one of the most risky and difficult things to do. I don't think anyone is excited about scrapping years worth of effort just to have a clean start at things. From a programming perspective, that just makes no sense.

Also, Apple isn't starting from scratch. They are building methodically on the several foundations they've laid over the years in Keynote, then Pages and now they've added Numbers. One might even say that, Numbers is Keynote and Pages with better table and function support, and not be too far from the mark. This kind of progressive building together is what Microsoft did with Office originally. There's a pattern here. The bigger questions in my mind are really these: "Will Apple's software foundation allow them to add to and improve their software for the next 20 years? What will be the rate of their improvement?"

Lastly, in a very real way, we do "start from scratch" every product cycle. I wish you could all experience the high energy and exhilarating discussions we have when we are planning for the next version of Office. We "wipe the slate clean" and do our best to remove all inhibitions and constraints when we think about what we can do next with Mac software at Microsoft. And this doesn't just happen in MacBU. My favorite example of this, right now, has to be the new UI in Win Office. Maybe someday I'll write about that more in-depth, but the way that Ribbon interface elevates access to the many features of Office and makes Office easy to use is just wonderful. Anyone who's serious about interaction design in software should take a serious look at what this interface does and how it does it. There's a great deal to be learned, not the least of which is that sometimes you need to dramatically re-think the user interface of your application and not be afraid to do exactly that.

Finally, as in the past, the question will undoubtedly be asked, "What is the core value of Office on the Mac?" I'll answer that with one word: compatibility. Mac users are the kind of people that want things to "just work" and Microsoft Office for the Mac offers that exact value proposition. Mac users want to enjoy all the great things that make the Mac experience wonderful, but still be able to share documents and communicate in a Mac way in a Windows dominated world. MacBU is categorically in the best position to deliver on this promise of compatibility.

A Clear Vision

2007-08-07T11:51:00.000-07:00

One of the most important responsibilities of a great leader is to clearly define the goal, the vision, the what and why stuff, so that everyone can understand and really "buy-in" to the deal. Steve Jobs just did this masterfully in the Q&A session following an Apple press event:

Is Apple’s goal to overtake the PC in market share? Jobs said, “Our goal is to make the best personal computers in the world and make products we are proud to sell and recommend to our family and friends. We want to do that at the lowest prices we can.
“But there’s some stuff in our industry that we wouldn’t be proud to ship. And we just can’t do it. We can’t ship junk,” said Jobs. “There are thresholds we can’t cross because of who we are. And we think that there’s a very significant slice of the [market] that wants that too. You’ll find that our products are not premium priced. You price out our competitors’ products, and add features that actually make them useful, and they’re the same or actually more expensive. We don’t offer stripped-down, lousy products.”

Independant of the PR value of these statements, these words "make meaning" for Apple's employees who, in the end, are their most important customers.

Update: MacWorld has posted the audio of the question and Job's fantastic response here

Be Microsoft

2007-07-19T20:00:00.000-07:00

I love working on the Mac. I enjoy working in MacBU. These days, however, I'm not so thrilled about the vibe hanging around here at Microsoft as a whole.

We seem to have lost our self-confidence. There is a general and constant focus on "the other guys" these days. It's like everyone is continually contemplating competitive response, rather than acting for our customers. First it's open source software, then it's Linux, then it's Google, now it's Apple. Tomorrow it will be something or someone else. Least someone misunderstand, I'm all for looking out for the competition, but if all your focus is on how to respond to some perceived or real competitive threat, how will you ever be able to innovate, come up with something original or surprise and delight your customers? It's just paralyzing.

I wish folks would just realize that we are not going to be all things to all people. That's okay. We've got a job to do, and we have a very reasonable opportunity to do some very wonderful things. Let's stop worrying about the competition, or about what we can't do just yet. Can't we just focus on making our customers amazingly happy? Perhaps I'm too simplistic, but if we do just that, I really think everything else will work out.

I feel like we've lost our identity looking at and comparing ourselves with others. The insecurity and lack of confidence seems to be everywhere. You can see it in the way employees "defend their Microsoft position" rather than "just tell the story" because it's a good one.

It wasn't always like this.

What's totally ironic about this present situation is that this is exactly where Apple was, only a few years ago. In an interview at the "All Things Digital" Conference this year, Steve Jobs said this about that time at Apple:

[There was this belief that] for Apple to win, Microsoft has to lose, and it was clear that you didn’t have to play that game because Apple wasn’t going to beat Microsoft. Apple didn’t have to beat Microsoft. Apple had to remember who Apple was because it had forgotten who Apple was. So for me it was pretty essential to break that paradigm.

There is space in this big old world for everyone, Apple, Google, free software and yes, even Microsoft. We don't have to be Apple to be successful. We don't have to be Google either. We just need to be Microsoft.

Thoughts from Dad

2007-07-17T06:49:00.000-07:00

I have a great friend in my Dad. He takes time to listen to me. He tries to help me. Our conversations are not so much about some grand conclusion as they are about exploration and discovery. Recently he sent me an email follow up to a conversation we were having. Here's what he wrote:

1. I am different. So I need to figure out how others think, because they don't think like I do.
2. Learning about change is not changing.
3. Most people agree that improvement and change is needed, until it means they have to change.
4. Getting someone to want to change is hard.
5. The power of the group, has something in it that facilitates change. (Carl Rogers)
6. Most leaders say, "You need to do this... You need to change... Good luck! See you later." Instead of, "You can change. I can help."
7. It's important to setup an environment that balances building the person and getting the job done.

Man, I love my Dad.

Can it be? Yes it is...

2007-07-12T14:45:00.000-07:00

zPhone!

Note: Many thanks to Andy Klepack for the Hi-Def image. Food and beverages not included. :-)

Sharing Music with the iPhone

2007-07-12T13:44:00.000-07:00

There's a cool little feature I just discovered thanks to a friend at work. If you are on a phone call, and turn on your iPod music, everyone on the call can hear your music! Also, the volume controls for the phone call and the music are separate so you can have some nice background music to your call while still being able to hear soft voices loud and clear. I can't decide if this is a designed in feature or a happy side-effect of something else, but I think it's cool.

iKnow iDeas

2007-07-09T23:06:00.000-07:00

A fun parody of Apple. The product? Paper napkins.

The GM of MacBU wants to talk to You!

2007-07-09T12:23:00.000-07:00

The general manager of the Macintosh Business Unit at Microsoft is Craig Eisler. He's been here now for just over 4 weeks. It's been fun to watch him step into his new role and if nothing else watch as everyone adjusts to a new dynamic leader. Craig seems to be just that, a high energy, leader. His transparent nature and naturally positive perspective on things has just instantiated itself on our official MacMojo blog. He's asking for suggestions on what you'd like to see different, feature requests, even topics that you'd like to see him personally address on the blog. Right now there are only 39 comments. Please, if you've ever wanted MacBU to do "X" differently, now is your chance. Get in there and leave a comment.

Designing the Dreamliner

2007-07-08T15:00:00.000-07:00

Today at 3:30 p.m. PDT, the Boeing 787 Dreamliner will rollout for the world to see. You can view the live webcast at www.boeing.com or watch it on Satellite TV. (576 DirectTV or 9601 DishNetwork).

Boeing hired a design firm Teague, to help them from the very beginning to build the Dreamliner. John Barratt, the CEO of Teague, gave some perspective on what it was like to work on designing the Boeing 787. You can watch the 10 minute interview here.

First, notice the importance placed on empathy and ethnography in the beginning of the design. They had their team travel around the world 5 times in economy class before they started! Wow. I think it's this kind of experiential learning that's needed to really understand your customers. They went to this trouble to improve their empathy so they could understand what can't be observed and also did the ethnographic research to understand what can be observed. I think it was also this kind of experiential foundation that allowed them to deliver things like larger windows, better air purification, more humidity in the cabin, and more open space.

Second, notice how important the transition from the walk way to the airplane cabin is to him. The whole feeling that "You've made it! Sit down and relax! We'll take care of you." is really communicated subtly in the curved lines, high ceilings, the lighting and open areas. I love how they increased the size of the windows! Also, the windows don't have plastic shades, but look to be touch activated and have some kind of "fade shade" effect like glasses that automatically become darker when exposed to the sunlight. Nice.

Third, notice how they had some amazing breakthrough concepts at first, but then when 9/11 hit, they had to give up their prized designs and adjust to the market. Making a really fast plane gave way to making a very efficient one. I often think about design as the skill of choosing what not to do. I guess we'll see if they made the right choice. I think they did. But, it must have been just dreadfully difficult for the designers to give up their 1st design. My hat's off to them for this alone.

Lastly, notice what a big part prototyping was given in the process. You really don't know how it's going to feel until you can experience it, and they did that by putting the designers close to the engineers and mocking up the whole cabin where they could physically iterate on the experience. Very, very cool. As he said, "You've got to prototype it and validate it."

The 787 is a big bet for Boeing. I hope they do well, and not just because I'm cheering for the home team, but because we could all use a big old object lesson in the importance of designing experiences in the aviation industry. Hopefully the airline companies will someday pay this much attention to the whole flying experience.

The Courage to Help

2007-07-05T22:22:00.001-07:00

Let me begin by stating that I unabashedly love the United States of America. It is just wonderful to live in the United States of America. There are problems to be sure, but these are had everywhere. On the other hand, the blessings experienced here are only found elsewhere in relatively small pockets. When you go to live someplace else, you learn that not only do you trade old for new in food, scenery and culture, you also trade major problem sets. The old proverb about the grass being greener on the other side of the fence, elucidates the ease with which human judgment can be prone to error.

I don't think I can be called a world traveler, but I have had some experience outside of the US. I lived for two years in the jungles and deserts of the northeastern Brazil. I've visited Ireland, Egypt, Jordan and Israel. There are real families, real life and all that that entails everywhere. I feel confident in saying that the privileges I often took for granted, no longer seem to me the normal and the natural affair of mankind. They are not. In so many ways we live today at the tip top of human existence.

Yesterday was July 4th, Independence Day, commemorating the adoption of the Declaration of Independence on July 4, 1776, declaring independence from Great Britain. It was on this day that a group of brave men and women signed and fought for words like these:

We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.

Remembering on the Fourth of July that the extraordinary blessings I experience were not always so normal, is always very humbling for me. This year however I learned a bit more about that tempestuous and tenuous time of early America and I thought I'd share an insight I had.

Choosing to revolt against the King of Great Britain was with out a doubt insane. These 13 colonies had little money, a comparatively minuscule army, few weapons, little training and not much of a plan. What they did have was a belief that what they were doing was right. In their effort to show their faith, others were inspired by their cause and came to their aid. These others were Spain, the Netherlands and France. Men like General Lafayette, a French military officer, were moved to action. Said he of America:

The moment I heard of America I loved her; the moment I knew she was fighting for freedom I burnt with a desire of bleeding for her; and the moment I shall be able to serve her, at any time, or in any part of the world, will be the happiest of my life. - Marquis de Lafayette, Letter to Henry Laurens (then President of Congress), April 1777

With the help of the French, men like Lafayette and others, independence was ultimately achieved.

When a new nation forms, things are ever so fragile, chaos and fear so, so close at hand. I am thankful that a country far away, saw a distant tyranny so many years ago, and didn't choose to ignore it. I'm thankful that they had men, like Lafayette, who would be willing to sacrifice their lives for others to whom they had no reason to give anything. More specifically, this year, I'd like to thank the French who's sacrifice in large measure sustained a young and vulnerable nation. Their choice, so long ago, has made a way for my life, my liberty and my pursuit of happiness and I will be forever grateful.

Without the help of others, there likely would be no USA. Without those who were in a place to help actually choosing to help, the cause of freedom would have been snuffed out once again. For me, the lesson is this: even for causes with great ideals and great men like George Washington, Benjamin Franklin and John Adams leading the way, the US still needed help from others, or it would have all been some small footnote in some history book today. Back then we needed those with the courage to help, and we still need each other today. Really, it was a miracle that it all worked out.

iPhone User Guide: The Anthropomorphic iPhone

2007-07-03T23:37:00.000-07:00

Apple has posted their iPhone User's Guide for all those of you who can't get a hold of one, and all throughout are references to 'iPhone', not 'the iPhone.' One example follows:

To activate iPhone:
1 Download and install iTunes 7.3 (or later) from www.itunes.com.
2 Connect iPhone to a USB 2.0 port on your Mac or PC using the dock and cable that came with iPhone. (Don’t connect iPhone to the USB port on your keyboard—it does not have enough power.) iTunes opens automatically.
3 Follow the onscreen instructions in iTunes to activate iPhone and sync iPhone with your contacts, calendars, email accounts, and bookmarks on your computer.

Why would Apple do this? No one talks this way. What are they getting out of this grammatical detail? At lunch a few of us discussed it and the only thing we could come up with is that it anthropomorphizes the iPhone, and that some how makes it more, uh, human or something. I admit, it's kind of weak. Any other ideas?

iPhone Applications

2007-07-03T22:55:00.001-07:00

When Apple announced that the "sweet" iPhone Software Development Kit was going to be AJAX and "Web 2.0 stuff", most developers scoffed. A few went to work, and now we are starting to see some web applications built specifically for the iPhone.

First up is a very nicely designed shopping list application named OneTrip. It was the first iPhone application released as far as I can tell. It's also my personal favorite.

Then 37Signals Ta Da List web app simply senses if you are hitting their website from an iPhone and adjusts to look like this:

OmniGroup is working on a version of their getting-things-done application OmniFocus for the iPhone and they have some screenshots online here.

Notice how these iPhone web apps follow or try to follow very closely the iPhone look and feel. This is a testament to how these developers really get the "build the experience" ethos. That said, even with all this focus on looking "iPhone-like" without the smooth transitions, it's really quite a different feel.

An attempt at a full list of all iPhone web apps can be found at iPhone Application List, but be prepared for some ugly looking iPhone apps. I think the delay in releaseing a "real" iPhone SDK may actually help cement the iPhone experience. With a solid customer expectation of what it means to be an "iPhone app" this could actually lead to an better user experiece with all 3rd party iPhone applications long term. Let's hope!

Apple's official documentation and guidelines for developing for the iPhone are located here: http://developer.apple.com/iphone/

Transitions

2007-07-03T21:00:00.000-07:00

You may have heard the saying, "It's the journey, not the destination." I like this saying, but I have never applied it to user interface design.

Normally, when prototyping or sketching up a UI design, I focus on the end states, the screenshot. Once you have that, you link screenshot to screenshot in a kind of storyboard that shows the process the user will follow to accomplish a task. Most of the time, these are just paper sketches. Sometimes I'll do some high fidelity screenshots, but normally the sketches are enough.

What's amazing to me about the iPhone experience is how much time Apple spent, not on the end states, but the transitions through and to the end states. I'm really starting to think that what makes you feel so great about the device is just as much the easy to use screens, but the ease and smoothness of "getting there." The "journey" through the iPhone interface is filled with great transitions from beautiful state to beautiful state. It really is just as much about the transitions as it is about the destination.

I started to think about other great experiences that I've had at restaurants, shopping, even a few websites and I realized that a very large part of what made them so enjoyable was really the way they managed the transitions. Every step of the way was cared for, curated really. I've always known the "out of box experience" was important, and the functional flow through the application critical, but designing the visual flow through each functional transition, this is a whole new idea.

Apple Form Factor Evolution: 1976 through 2007

2007-07-03T19:46:00.000-07:00

Core 77, one of my favorite design blogs, links to Edwin Tofslie's visual time line of Apple products from 1976 to the present day. Very cool. Print this out, then put a mark by each device or accessory you've personally touched at least once. It's the perfect Mac User Group conversation piece. :-) Enjoy the walk down memory lane.

iPhone Envy

2007-07-03T19:27:00.000-07:00

Admittedly, my sample is skewed, but I have yet to talk to anyone at work who doesn't want an iPhone. Even the skeptics, after playing with one in person have tried to purchase one. Tried and failed only because every store in the state of Washington is sold out right now. There's even been some talk about iPhones as our ship gifts for Office 2008, but I think that's just a vicious rumor. The universal reason for not getting one: finances. I'm not saying that Apple over priced the iPhone, but that the iPhone is so compelling that no one is saying they don't want one. Everyone does, just not everyone has figured out how to work it out financially just yet. Now that's impressive.

The 1.0 that wasn't

2007-07-02T07:23:00.000-07:00

From what I can gather, the biggest problems with the iPhone seem to be as follows, in order of severity:

You can only use AT&T network
The EDGE data network is slow
The keyboard takes some time to learn
Making a phone call can take more "taps" than with other phones
No way to Cut, Copy or Paste

(I'm leaving off the list the fact that so many are having trouble activating their phones. I think this is AT&T's capacity planning problem, and I don't think we'll see this happen again.)

This is remarkable. The iPhone is NOT a simple device. It is a complex feature-laden phone, iPod and web device. And with all this functionality, the most folks can do to complain about it is reference something related to the items above.

This phone flies in the face of all those who think that 1.0 products must be either fully focused on one task to be done well, or those that consider 1.0 products something you should avoid by default until the next release, you know, the one with all the bugs worked out. The iPhone while complex and full of features, does have a simple interaction and experience. It is so compelling and just fun, that to miss out on this version while waiting for the "next rev" seems almost unbearable, once you've played with it. As others continue to market proudly their "alpha" and "beta" stickers, Apple shows us all, that you can deliver a 1.0 experience that really is complete.

What it means to be 1.0 will never be the same.

iPhone Activation and Sync

2007-07-02T06:50:00.000-07:00

Before we knew the iPhone was real, the common wisdom was that in order for Apple to make the experience something of acceptable quality, they'd have to own or at least rent the cell network. Take a look at this iPhone activation and sync video. This is clearly an Apple experience, simple, clear and elegant. Apple is doing what it does best, and AT&T is doing what they do best. This is how every business partnership should be.

Doing activation and sync away from the store allows Apple to control the "out of box experience" which I think is key. You don't get an iPhone without your calendar, contacts, pictures, music and videos. If you did get a phone without all the above personalized data, the first time experience would be decidedly different. From a logistics and spontaneity perspective it also allows people to buy the iPhone quickly, cash and carry, and allow them to do the longer part of the process in the comfort of their own home. No pressure, everything at your own pace. This is designing an experience, not a phone.

Rubber Edges

2007-06-29T11:51:00.000-07:00

I spent some time today playing with the iPhone and there's one interaction I just love. It's that when you scroll to the edge of the web page, the iPhone allows you to drag/scroll as far as you like past the edge. It just lets you stretch right past the edge into the "grayness", but when you do let go it pulls back to the end/edge of the data being displayed. It's like the iPhone is saying, "You're in control, but there's no more data over there. Honest, but if you want to go there, sure, you can. But I'm telling you there's nothing there. See, I told you, nothing there. It really is the end." This is very clever. It gives you both a sense of control, but also a sense of boundary. It's like the difference between a corral with split pole fences and one with electric fences. Both define the boundary, but with one, finding the edge is much more unpleasant.

iPhone. A Guided Tour.

2007-06-26T06:51:00.000-07:00

This week Apple has released a 20 minute guided tour of the iPhone that shows in great detail the new user interface. You can download the high quality version here.

Apparently there are millions of people excited, even hysterical, about the iPhone's release this Friday. I must be out of the core news/media channels, but I haven't felt the fervor as much as it seems others have. That said, I'm very interested in a phone that "just works" and the iPhone has every indication of being just that. If this post adds to your hype pain, I'm sorry.

While the demos and ads for the iPhone thus far have been persuasive, they really didn't show all the details about the actual user interaction with the iPhone. Not so with this guided tour. If you are on the fence about the iPhone, this 20 minute tour will at the very least, make you want to visit the store and try it out.

Some of the things that caught my attention from a user experience perspective follow:

Everything moves very fast and fluid. Seriously, I'm so used to delays, even on my Mac, this responsiveness really makes you feel in control.
They actually show someone typing on the keyboard with their thumbs, but mention that you shouldn't try it for a week and until you've learned to "trust the intelligence of the keyboard." Personally, I have a hard time believing any touch screen keyboard can be better than something with real tactile response. That said, I tend to see small devices as mostly read only for me. I don't plan on doing major data entry on my phone. Add an appointment, respond to simple text message, type quick answer to an email, add a new phone number to my contact list, sure, but if I end up "living on my phone" I think I've got bigger problems than even a tactile keyboard will solve.
I cannot for the life of me figure out how you are supposed to tell the keyboard to "auto-complete" with the word suggested. I think it's hitting the spacebar, but I can't tell if that's just for spelling corrections or for auto-compelete as well.
It seems like the double tap is taking the "get me more info about this item" that the double click has represented on the Mac for so long. What is interesting is that they are adding to this gesture the sense of "I'm done now, get me out of here." For example in Safari a double tap both zooms in and zooms out. But this behavior is not consistent. In the Google Maps application, to zoom out, you need to tap once with two fingers. So, no zooming out while driving. ;-)
When browsing the web, it sure seems like the zooming is based on CSS devisions. I wonder what kind of problems this will cause on sites with poor or none existent CSS devisions?
It looks like a triple tap is what "activates" a link in the web browser. I think that's a good solution, but I wonder how many times folks will drag, flick or zoom before they actually figure out how to click a link? Activating a link or phone number in an email or SMS message only takes one tap. While not consistent, given the context, I think it will work. In my mind, this shows how weak consistency is, compared to the power of context.
The exterior buttons on the side of the phone actually look hard to press. And there's a button specifically to silence the phone's ringing. That button is one of 4 buttons on the unit. Way to go Apple for elevating that general need to silence a ring tone in a quiet meeting.
You can turn off the phone which looks to be quite painless. I wonder how long it takes to boot up?
The "drag your finger from left to right" seems to be the "authorize this action" or "serious stuff happens when you do this" gesture. You use it to unlock the phone, to confirm a shutdown and to initiate a deletion.
It looks like 5 buttons at the bottom of the screen is a theme in these iPhone applications. Kind of like a toolbar, but one that can never have more than 5 items. It's a constraint really based on the constant size of people's fingers. Apple still let's you "customize your toolbar buttons" at least in the iPod app. The upper portion of the screen is where "confirmation buttons" are located, like "Done", "Clear", "Save", " etc.
Sheets always come from either the bottom or side of the screen, never from the top of the screen. That area seems to be a sacred status area.
Dragging is done by touching a "drag handle" button that let's the iPhone know you are trying drag, not gesture. When you drag, the item increases in size so you you can see around your finger. Nice.
Sometimes you can drag and other times you can "flick" or "throw" things, like when scrolling a web page. I wonder as a designer, how you decide when you can do what? Also, how does the Safari app decided between a "flick" and a quick short drag? There must have been some fun iteration around that algorithm.
Big buttons actually look nice and not "too big and bulky", but not all buttons are huge. Like the audio scroll control in the voice mail application. I wonder how Apple decided when to make a button "finger size" and when to make it small?
The landscape orientation is like "full screen" mode on a Mac.
Airplane mode is awesome. I wish my Mac had that kind of mode as well, not just for airplanes, but for when I just want to be "off the grid" and focus for a bit. Call it QuietRoom: a place where distractions go away.
It looks like when someone calls, you might see a full screen photo of the person who is calling, not just a small thumbnail. If that's so, that's very cool.
Clicking some buttons, but not all, causes a "glow" response. It seems to be how smaller buttons register the click. I think it's a great effect and it looks like you can mostly see it around your finger, which I think is the whole idea behind the effect.
The ring tones seem really high quality and distinctive. Depending on how cool they are, Apple might even get some extra marketing out of "well known" iPhone ring tones. When folks hear a ring, they'll know that person has an iPhone, so even if Apple never sells ring tones, I hope they spent a lot of time working on them, because it could very well pay great dividends. Especially if for some reason they don't allow using a portion of an iTunes song as a ring tone.

All very interesting stuff, for me at least. :-)

What I really appreciate about Apple is their example of taking some domain that people largely view as "solved" and allow changes to occur by introducing new methods, ideas, or products or simply altering existing ones in new ways. Say, for example, how a human interacts with a small computer. Clicking and pointing with a device was "the way it was done," and "using a keyboard" before that. With the iPhone, Apple has said in essence, "No, there is a way to communicate with a computer that removes even the pointing or input device!" They remove the mouse and the stylus and take direct manipulation and human computer interaction to a whole new level. It's really amazing to watch. Allowing for changes to occur in any business is extremely hard, much harder than you might think. Seth Godin said it succinctly in his post on Reasons and excuses:

Most organizations need a good reason to do something new.
All they need is a flimsy excuse to not do something for the first time.
And they often need a lawsuit to stop doing something they're used to.

If there's a space in your area of expertise that people generally view as "solved" or "commodity" or "not interesting any more" look again. The very fact that folks consider that area devoid of innovative potential is probably your greatest indication that there's something more lurking under the surface.

iPhone requires iTunes account?

2007-06-12T21:39:00.000-07:00

I just got the second email from Apple after signing up with them for breaking iPhone updates via email. I read the mail a little bitterly, since I felt the least they could have done was to send me an email when they had the ship date nailed down. Well, the tone of the email was mostly, "Here are things you can do to get ready for your iPhone...", but it ended with this:

To set up your iPhone, you'll need an account with Apple's iTunes Store. If you already have an iTunes account, make sure you know your account name and password. If you don't have an account, you should set one up now to save time later. To set up an account, launch iTunes, select the iTunes Store, and click the Sign In button in the upper right corner of iTunes. Sign in and you're ready to go.

My first thought was sure, you'd need one if you wanted to use protected iTunes content, but on second thought, I wondered, could this be something more? Could it be that you'll need an iTunes account for other iPhone features to actually work, like maybe purchasing music from the store over WiFi? Could this be how ring tones are purchased? Could this be the mechanism for adding Apple applications and features to your iPhone? Maybe some integration with a new and improved .Mac service, like real time sync? Maybe to make up for the forever lost hidden features in Leopard, there will be some "sweet" hidden features in the iPhone? Nah, never mind.

Forward Looking Font Display

2007-06-12T12:53:00.000-07:00

Yesterday, Apple released their own Safari 3.0 web browser for Windows XP and Windows Vista. Amid the security and performance comparisons, folks are also noticing that Apple has also ported their own sub-pixel display technology to Windows. Joel Spolsky summarizes the differences sucintly:

Apple generally believes that the goal of the algorithm should be to preserve the design of the typeface as much as possible, even at the cost of a little bit of blurriness.
Microsoft generally believes that the shape of each letter should be hammered into pixel boundaries to prevent blur and improve readability, even at the cost of not being true to the typeface.

I think Apple's method will turn out better when we all have resolution independence along with hi-resolution displays. The real question is will the current font display fuzziness in Safari turn off the current unwashed masses, so that even when hi-res displays become standard, it's too late. If that happens, Safari will follow a great Apple tradition: high technology ahead of its time.

Coming Home

2007-05-27T13:55:00.000-07:00

May we all experience a joyful reunion like this! And for those in the United States, Happy Memorial Day.

Silverlight

2007-05-23T22:44:00.000-07:00

The best thing about Silverlight is its icon. For regular users it's a web-browser plugin that allows you to view and use Silverlight content. What Silverlight content is there? Media and stuff. Have you ever seen a website done completely in Flash? Well, now you can do that but with Silverlight. From my perspective this is fundamentally about competing with Flash. There are some cool things going on under the covers to make this happen and as a developer, I understand the geek factor there. By the same token, as a developer, my ability to develop amazing software is directly related to the toolset available to me. So I ask myself, "Which toolset gives me the greatest ability to develop amazing software?" Flash or Silverlight? PHP or Ruby on Rails? Cocoa and Core Animation or XAML and .NET? I don't think I can compare any of these with much authority, but I have a hard time believing that the next killer app, web or otherwise is going to show up as a Silverlight application. Still, I love the icon.

Blogger 2.0

2007-04-14T20:58:00.000-07:00

Some people are getting re-posts of my older blog posts. As far as I can tell, this has started since I moved to the new version of Blogger. When I upgraded this blog to Blogger 2.0, I gained the ability to tag or label my posts. Very cool. I also lost my formatting in all 240 of my older posts. Not very cool. As a result, I'm going through my older posts one by one to manually fix the formatting and add tags/labels to the content. If I modify any one of my posts, either textually or by adding a tag or label, Blogger sees this as an update, and treats this old post, as a new one. I don't know how to get around this. Further, not everyone sees this behavior.

Bottom line: As I work through fixing up my older posts, you might get a re-post of old content. I'm not trying to spam you with re-posts, just trying to clean up my blog. I guess, with Blogger the adage, "You get what you pay for," applies. Maybe in the future I'll consider moving to MoveableType or something like that, but right now, that's not in the cards. Thanks for being patient.

Apple Slips Leopard to Oct 2007

2007-04-12T15:14:00.000-07:00

From Apple's Hot News web page:

Apple Statement
iPhone has already passed several of its required certification tests and is on schedule to ship in late June as planned. We can’t wait until customers get their hands (and fingers) on it and experience what a revolutionary and magical product it is. However, iPhone contains the most sophisticated software ever shipped on a mobile device, and finishing it on time has not come without a price — we had to borrow some key software engineering and QA resources from our Mac OS X team, and as a result we will not be able to release Leopard at our Worldwide Developers Conference in early June as planned. While Leopard's features will be complete by then, we cannot deliver the quality release that we and our customers expect from us. We now plan to show our developers a near final version of Leopard at the conference, give them a beta copy to take home so they can do their final testing, and ship Leopard in October. We think it will be well worth the wait. Life often presents tradeoffs, and in this case we're sure we've made the right ones. [Apr 12, 2007]

This is interesting. Apple, like many companies often slip their release dates. Historically, however, Apple has only slipped a little on ship dates, but this slip, from Spring 2007 to October 2007, is the largest slip I remember. It's very uncharacteristic of the rhythm of shipping Apple has had over the last 5 years.

Leopard is certainly Apple's most ambitious OS release yet, so it stands to reason that they could have bit off more than they could handle. I'm sure this was further compounded by the additional resources needed for both the Apple TV and the iPhone. I also wonder what the "secret features" are that Jobs referred to in his last keynote. Some have suggested that this slip was to add unplanned functionality, but I don't get that sense. I tend to believe that this is just what it's stated to be, a resource issue.

There are 3 variables you can change when managing a project: scope (how big it is), resources (how much money and people you can allocate) and time (how long the project will take). It looks like Apple reduced their allocated resources for Leopard, and without a corresponding reduction in scope, they were forced to increase the time the project would take. I'm sure this is super painful for them, it always is, but not long from now, they'll ship and this will all be a distant memory. Personally, I'm glad I don't have to put up with all the rumor sites constantly suggesting that Leopard is just about to RTM. ;-)

Update: Best quote from our chit chat around the office here: "Woah. October? :( Stupid iPhone. I want my Time Machine."

Credibility

2007-04-12T01:38:00.000-07:00

I was just skimming through the Windows Vista User Experience Guidelines and while in the Design Principles section I came upon this title, and I just had to laugh:

There is a point where marketing ceases to be marketing and becomes information; relevant, valuable information. There's also a point where something, truly informational becomes marketing. Branding folks like to say that any interaction with your product defines your brand. Whether you are working on marketing or strictly informational stuff, it's important to pause and ask yourself, "What does this say about me?" Sometimes, it's that simple human question that's enough to help you know when you need to work a little harder to remove a subtitle.

Hardware and Software

2007-04-11T09:25:00.000-07:00

John Gruber writing on Apple's choice of AAC as the DRM-free format sold on iTunes, makes this interesting comparison:

Apple’s use of AAC in lieu of MP3 is analogous to the Mac’s switch to USB in 1998. USB was an industry standard that wasn’t taking off because PCs didn’t ship with built-in USB ports, which PC makers didn’t include because there weren’t many USB peripherals on the market, which peripheral makers didn’t want to build because there weren’t enough PCs shipping with USB ports.
Then came the iMac, whose only peripheral port was USB. (It didn’t even have FireWire.) All of a sudden peripheral makers had a reason to make USB gadgetry, and after that, PC makers had a reason to include USB ports on new PCs.

Hardware and software are the Yin and Yang of the tech industry. Some argue that one is more valuable than the other, but you can't separate them. You need both. Apple is one of the few companies in the position to capitalize on this reality. From a human computer interaction (HCI) standpoint, if we are going to move forward the interaction, this necessitates hardware advances. And who is in the best position to push forward hardware advances that are included by default? Apple.

The newest and perhaps most interesting HCI advances recently have been the result of great software and great hardware, together. The Tivo, Microsoft's XBox and XBox Live, Nintendo's Wii and Apple's iPhone and Apple TV are perfect examples of what amazing things can happen when great hardware design meets with great software interfaces. Additionally, from a purely experiential perspective, people feel better about laying down large quantities of cash for something physical rather than something that's purely intellectual property, as much as I personally value the later.

Fundamentally, where should you look for human computer interaction innovation? You should look to the people who can move forward the whole stack, and can integrate it fully, seamlessly. In the realm of personal computers, that leaves only one company: Apple.

Great by Default

2007-04-05T22:23:00.000-07:00

The Future Parc at the Cebit trade fair in Hanover, Germany is a place to showcase future technologies. I didn't go, but two of the products I read about caught my imagination and got me thinking. Here they are:

Tobii Technology's eye tracking system

It's one thing to use multi-touch to move things about on the screen, but it's quite another to simply look at something, and have the computer recognize where you are looking and move your pointer there. A blink or a tap on the keyboard and you've clicked. I'd love this technology simply to review how folks use software. It's hard to tell, but it doesn't look like the "device" is that intrusive for installation in regular computer displays. In fact, Tobii even sells eye tracking hardware to OEMs that can, "provide eye gaze point, eye/head position and pupil size data. ... There are no external cameras or lightning units. ... The user does not need to "do" or "wear" anything and can move freely. Tracking is fully automatic and high accuracy can be relied on regardless of glasses, contacts, eye colour, age, ethnic background or light conditions."

The Fraunhofer Institute's Face Finder

The Face Finder is a system that can find faces, human faces even in low lighting conditions and then recognize if the face is angry, happy, neutral, sad or surprised. Of course they say this could be used for targeting advertising (an original business plan, I know...) but I think there's potentially a broader application in terms of simply recognizing when it's appropriate to "interrupt" a user. In my opinion, computers should keep things quiet when we are "in the groove" in order to maximize our effectiveness. This kind of technology seems a great fit for answering the, "Is it okay to notify the user event x just occurred?"

Both of these inventions require a computer with a video camera or some sort of hardware video device. I don't know if you could build an eye tracking system with only one iSight video camera, or even if the video camera installed on my MacBook is sufficient quality for something like Face Finder, but every new Mac that ships with a built in video camera makes for more fertile soil in which innovations, just like these can sprout, grow and even take root.

One of the things I've always loved about Apple hardware is that you can't order a "stripped down" version of any Mac. How long has Apple included FireWire standard with every Mac? More recently the Apple remote is "default equipment" with any Mac and a built in video camera comes with any Mac that includes a screen. By keeping the "lowest common denominator" experience so feature rich, Apple is able to create experiences that simply start at a higher level. Both Apple and their developers can assume a certain quality of system that Windows developers fundamentally can't depend upon. In my opinion, this is one of the reasons it's always so exciting to be a developer on the Mac platform.

It's never too late to start! :-)

Google Desktop vs. Spotlight

2007-04-04T05:47:00.000-07:00

Over at The Unofficial Apple Weblog, Scott McNulty has a review of Google Desktop for the Mac version 1.0. If QuickSilver were not enough, may this provide Apple the substantive reason to improve the speed and responsiveness of Spotlight. Please.

Classic Apple

2007-04-03T19:21:00.000-07:00

When Apple announced the iPhone, I signed up for "more information" and gave them my email address. Today they sent me this:

On so many levels this is classic Apple.

Update 1: The graphic I uploaded from the email I got from Apple has misteriously disappeard. I'm guessing it's some copyright issue, but I recieved no notice from Apple or Google, just that the graphic was gone. Interesting.

Update 2: Looks like I'm too paranoid, the picture is back. Must have been just another blogger bug.

Apple: Confidence vs. Protectionism

2007-04-02T15:26:00.000-07:00

Today Apple announced that all songs from EMI will be available free of DRM (digital rights management) limitations. In the past it was like this for EMI music on iTunes:

$0.99/song

$10.00/album

AAC at 128 kbps

All music with DRM (only playable on 5 computers, can't burn in same playlist over 7 times, only playable by Apple applications or devices)

Starting in May 2007, all EMI music will also be available as follows:

$1.29/song

$10.00/album

AAC at 256 kbps

No DRM

This affects not only music but music videos. From the press release:

iTunes will also offer customers a simple, one-click option to easily upgrade their entire library of all previously purchased EMI content to the higher quality DRM-free format for 30 cents a song. All EMI music videos will also be available in DRM-free format with no change in price.

Famous business man, Warren Buffett once said: “In business, I look for economic castles protected by unbreachable ‘moats’.”

"In days of old, a castle was protected by the moat that circled it. The wider the moat, the more easily a castle could be defended, as a wide moat made it very difficult for enemies to approach. A narrow moat did not offer much protection and allowed enemies easy access to the castle. To Buffett, the castle is the business and the moat is the competitive advantage the company has. He wants his managers to continually increase the size of the moats around their castles.
When looking to purchase a business, Buffett pays careful attention to a business he understands not just in terms of what the business does but also of “what the economics of the industry will be 10 years down the road, and who will be making the money at that point.” He is “also looking for enduring competitive advantages.” This, in a nutshell, is what makes a company great: the width of the moat around the company’s core business."

Apple has decided that the enormous moat it has in DRM is not as valuable as making customers feel unlimited by their technology. This is like Apple sending forth from its impenetrable castle and scheduling a battle, say next month on the open valley, Apple against everyone, all sportsmanship like. This kind of courage and confidence is something unique indeed. So what of Buffet's moats and competitive advantage analysis? I think it still holds, it's just that Apple's sustainable competitive advantage is their deep trust in the inherent value of their products and the experiences they provide. Almost no one has that these days.

General Tug

2007-03-23T10:00:00.000-07:00

I recently listened to speech given by Lance B. Wickman which he titled Seasons. In this speech he recounts a remarkable story from his life.

When I graduated from college, I was commissioned an officer in the United States Army. I was an infantryman. After completing some training, in early 1965 I was assigned-with my bride of a few months-to an infantry battalion of the 25th U.S. Infantry Division at Schofield Barracks, Hawaii. My wife and I were thrilled with this assignment and looked forward to three years of life amidst the sun and the surf and the wonderful people of Hawaii. We rented a little duplex right on the beach on the North Shore of Oahu. You could step out of our back door onto the sand; it was literally like something out of a movie.

In October of that year, our battalion received a new commander, Lt. Col. Thomas U. Greer-“Tug” Greer, as his peers called him. Tug Greer was a graduate of the United States Military Academy at West Point, Class of 1951. In 1951, the Korean War was raging. Most of the West Point class that year was assigned immediately to the combat zone. Many of Tug Greer’s classmates died on the rugged slopes of that land. But Tug had survived and remained in the army. And now, 14 years later, he was assigned to command our battalion.

No sooner did he assume command, than Col. Greer took the battalion on a week-long training exercise in the rugged Kahuku Mountains of northern Oahu. For those of you who have not been to Hawaii, let me describe these mountains. They are steep slopes of volcanic rock with little topsoil and covered with thick, green vegetation. For five days, we struggled up and down those slopes in one infantry maneuver after another. Finally, it was Saturday morning, the last day of the exercise. All of us looked forward to returning early to our battalion headquarters, turning in our equipment and hitting the beach. After all, we were young, and what was the point of being stationed in Hawaii if you could not go to the beach! I remember gazing down early that morning from my perch on the side of one of those mountains at the shimmering sand and sparkling ocean. I could hardly wait!

About that time, Col. Greer came to our rifle company’s position. To our company commander, Capt. Jim Andrus, he said, “As the last exercise of this training, I would like Charlie Company (that was us-“C” Company) to establish defensive positions. Now, among other things establishing defensive positions meant digging foxholes. You know what a foxhole is. It is a hole in the ground where a soldier can seek shelter from enemy fire. But this was volcanic rock! And we were only equipped with those little folding shovels (which the army calls “entrenching tools”)! So, as Capt. Andrus gathered us platoon leaders around to give us the orders for establishing defensive positions, he said, “Since we want to get this over with quickly, we won’t actually dig foxholes. Instead, we will simply do “simulated foxholes”-we will just mark out on the ground where we would put the foxholes.”

So, that is what we did. A little while later, Col. Greer came around to inspect our “defensive positions”. I remember it like it was yesterday! As he came to the first of these “simulated foxholes”, he asked Capt. Andrus, “What are those?” Clearing his throat a little nervously, Capt. Andrus responded, “Well, sir, those are simulated foxholes.” “Simulated foxholes!” roared Col. Greer. “I ordered this company to prepare defensive positions, and that means digging foxholes! This company is going to stay out here and dig until it learns how to dig foxholes that look like the came out of the training manual!” And so, as the rest of the battalion packed up weapons and equipment and headed back to the base and an afternoon at the beach, Charlie Company remained out on that hillside. And we dug, and we dug, and we dug. Col. Greer’s name was on every one’s lips that afternoon, and I can tell you that he was not winning any popularity contests that day! But by evening, we had foxholes that really looked just like they came out of the training manual.

But, you see, there was something that we did not know that beautiful Hawaiian Saturday. When Col. Greer had been given his orders assigning him as our battalion commander, he had also received some other orders that he could not share with us-top secret orders-sending our battalion to Vietnam. We did not know it at the time, but this would be our last training exercise. And Col. Greer, with his vivid memories of his fallen classmates on the rugged hillsides of Korea was determined to do all that he could to save the lives of those men entrusted to his care. In a manner of speaking, Hawaii was the “season” for learning those skills that would save our lives. Vietnam would be too late.

What happened next I did not personally observe, arriving in Vietnam a few days after the rest of the battalion; but it was reported to me by my comrades-in-arms. They reached the spot in the division’s defensive perimeter assigned to our battalion late in an afternoon. Col. Greer’s order went out: Establish defensive positions. Our men dug in because that is what you did in Tug Greer’s battalion. Another battalion next to ours, arriving at the same time, only scooped out some shallow cavities in the ground-not unlike our Hawaiian “simulated foxholes”-planning to dig real foxholes the next day. But that night, the Viet Cong enemy launched a ferocious mortar barrage into the green troops. Our men were safe and secure in their foxholes; but the men of that neighboring battalion were not so fortunate. I am told that the next morning Tug Greer’s name was again on everyone’s lips-but this time with reverence and respect. I still regard him as one of the great men I have known. From him I learned one of life’s most powerful lessons: There is indeed a “time for every purpose under heaven”-even a time to learn to dig foxholes.

There are probably several lessons one could learn from this story. The questions that come to my mind are these: Who are those people in the software industry that might be like General Tug? Who are the people that have "been there, done that"? Who are the folks that can point to what really matters? Where are the sages of the software industry? Where are the mentors who are renowned for having wisdom that comes with age and experience? Am I the only person that has been caught in the illusion that what we are doing today is new and special? Maybe what makes the software industry so dynamic is not the remarkable speed of new developments, but the remarkable speed at which we forget.

Porting to the Mac...

2007-03-22T13:22:00.000-07:00

One of my favorite bloggers, Scott Stevenson, recently wrote about a subject near and dear to my heart, namely, some Simple Truths About Cross-Platform Apps. Scott makes some great points:

Mac users bought the computer they did because they found the experience more appealing. Bringing an application across from Windows with minor tweaks simply won't resonate with this sort of user. ... Maybe the most important thing you will ever need to know about Mac development is this: Mac users will generally favor an app with a better experience over the one with more features.

The whole "write once, run anywhere" idea comes from and resonates with managers and engineers who are out of touch with their customers. Fundamentally, you need to decide who you are trying to help. If you are trying to help, say, Mac users be more productive and on their platform of choice, while still interoperate with the rest of the world, then that dictates certain realities. If you are expanding to the Mac platform simply to "increase your market coverage" then you might not have the right mindset needed to build something Mac users will like.

Not everyone gets this, and that's okay, the market has a way of helping folks that don't get it. I remember back when we were working on Office X, right as Apple was moving to Mac OS X. We spent some serious time and money to study and really tangibly understand who these "Mac users" were. The results were amazing and strongly pointed out how different the Mac customer was compared to the Windows customer. That has not changed. I don't think it's elitist or smug to say that Mac users value different things compared to Windows users. It's a fact. So, if you are going to try to sell software to both the Mac users and the Windows users, before you start, you better understand the differences.

How to Talk to People

2007-03-21T23:14:00.000-07:00

Don Norman has published a wonderful excerpt from his next book "The Design of Future Things" set to publish in October 2007. The excerpt is purportedly a research missive from future machines to other machines on how to deal with people. Certainly some of us lowly humans can relate to the difficulties of communicating effectively with other human beings. (We could also probably say some things about what it's like to communicate with modern-day machines.) What follows are some choice quotes from the article.

It isn't easy to communicate with them; people take suggestions as criticism and get defensive, and sometimes angry. They misinterpret our utterances, ignore us, or overreact. Sometimes we just can't win.

Five Rules of Communication From Machines to People
Keep things simple.
Always give people a conceptual model.
Give reasons.
Continually Reassure.
Offer a feeling of control.

People have difficulty with anything complicated, and they don't like to listen. So make the message short. In fact, it's better not to use language at all--it takes too long and, besides, human languages is horribly ambiguous.

The best kind of communication is done subconsciously, so people don't have to interrupt their conscious thoughts to attend to them. Thus even for the most befuddled minds, we need to communicate so that the meaning is clear.

Give them something their simple minds can understand. A conceptual model is a fiction, but a useful one as it makes them think they understand.

In short, people like pictures and diagrams.

Our early 21st Century Cars had almost given up trying to explain to people that they should drive more slowly on wet roads. But then we discovered that if we made it seem as if they were in trouble by faking skids and sliding around on the road, people would beg us to slow down. Sliding and skidding fit their model of danger far better than any words could have done. So wherever possible, don't try to tell them--let them experience it.

But the bottom line is, if people haven't seen anything happening for a while, they get anxious, even jumpy. And no one wants to deal with an anxious person.

[Make] them feel as if they are in control, even when they aren't. Keep up that deception--it's very useful. People like to be in control, even if they are performing a task really poorly.

Any time you have to make recommendations, make people think the ideas are theirs. If you really have to do something fast, just don't let them know: What they don't know, doesn't bother them.

There's some wisdom hidden in these quotes. Check out the whole thing, it's a fun read.

Update: Originally, I had some snarky, toung-in-cheek comments about each of these suggestions, but it just didn't come off like I wanted it and obscured too much of the real value in Dr. Norman's suggestions, so I've removed them.

Full Radio Silence on the Mac

2007-03-17T13:50:00.001-07:00

I was just listening to the most recent Security Now Podcast episode 83 wherein Steve Gibson goes to pains to describe what it takes on Windows to turn off your wireless hardware. Here's an excerpt from the transcript:

STEVE: Believe or not, yes. We’ve basically snuck in an entire show on maintaining full radio silence on Windows WiFi.
LEO: Well, it started when we were talking about this Free Public Wi-Fi that pops up on Windows from time to time, and what it was, and how now Microsoft has offered a fix but never told anybody about it, and you have to explicitly download it. That’s what we talked about last week. And if you didn’t hear last week’s episode, you should absolutely download that update.
STEVE: Right. So that was our second mention. Then the week before, Episode 81, we talked about – we actually showed the dialogues required to turn off the functionality, just sort of this promiscuous connect-to-anything-that-I-hear, and also this idea of broadcasting the names of any networks you had connected to before, which by default Windows tries to do. It turns out that it’s trying to do that still, even after you’ve got the update, because Microsoft added a checkbox to one of the configuration dialogues which is checked by default, and you have to go turn it off. So here in our fourth serialized How to Get Wi-Fi Just to Shut Up, we have additional instructions. People can, if they go to the show notes for this Episode 83, I’ve got a link back to the new and enhanced instructions that are over now on Episode 81’s notes. So Episode 81’s show notes are enhanced with this additional information, and this episode links back to those.
LEO: So this is if you installed the patch that Microsoft offered in November to fix wireless zero config, it’s still promiscuous unless you uncheck this box.
STEVE: Yes. There’s a box which enables it to connect to networks which are not broadcasting. And so if the networks are not broadcasting, then your computer does. And it’s just like, okay...
LEO: Is this ad hoc only? Or is it infrastructure networks, as well?
STEVE: It’s both. And so anyway, the idea is – in fact, I realized, okay, I started using the term “maintaining full radio silence.”
LEO: Yeah, that’s a good way to talk about it, yeah.
STEVE: As the famous jargon. And that’s what we want. We want to be able to carry a laptop around. If we forget to disable our Wi-Fi, we don’t want it sending out stuff of any sort. We want full radio silence. And so it turns out that following the instructions that are now on the show notes for 81, with the update which we talked about in 82, which we’re all pulling together now in 83, when we first opened the topic in 80, we basically snuck in a whole Security Now! episode on maintaining full radio silence."

Here's a link instructions to the instructions from Security Now:

For details on "Maintaining Full Radio Silence" from Windows WiFi systems, please see the updated show notes for episode #81. They assume (and require) that the system has been updated with the Wireless Client Update for XP as described in episode #82 and notes.

If it's not clear, the step by step instructions for how to turn off WiFi are located at http://www.grc.com/sn/notes-081.htm

Because Steve didn't mention how to do this on the Mac, I think I'll take the liberty of providing a comprehensive guide complete with pictures, so you can follow along. This guide applies to at least the last 3 versions of Mac OS X. Here goes:

Step 1: Click the Airport Menu

Step 2: Select Turn AirPort Off

Steve was talking mostly about WiFi radio emissions, but since most Macs have Bluetooth these days, I thought I'd go a step further and document how to turn off Bluetooth radio emissions as well.

Step 1: Click the Bluetooth Menu

Step 2: Select Turn Bluetooth Off

In conclusion, if you are ever responsible for designing the "turn it off" use case, please consider the above mentioned comparison before completing your design.

Update 1: As a companion article, Joel Spolsky talks about the trials of turning off Windows Vista.

Update 2: It looks like I misunderstood what Steve was talking about. He wasn't talking about how to turn off WiFi, but how to keep the Windows WiFi system from broadcasting data about which networks you've connected to in the past. Does the Mac OS do this? I don't know.

The Cool Kids

2007-03-14T13:26:00.000-07:00

Everyone has their own favorite language. Steve Rowe just pointed me to this funny my-language-is-better-than-yours graph. I found it really funny. I think Objective-C is just above C++ but below C. Where are you? ;-)

MacBU MVPs

2007-03-13T20:37:00.000-07:00

Have you ever wondered what a Microsoft MVP was? Have you considered the performance implications of getting a Wii for your work force? Have you sat at night wishing you could just find a newsgroup to monitor? Have you wished you could have some tangible impact on the next version of Mac Office? If you answered yes to any of these questions, this post is for you!

Losing the Idea

2007-03-12T00:42:00.000-07:00

Frank Shaw (who incidentally has one of the coolest named blogs ever) has a great post about how our impatience can get in the way of seeing the value of things. This is one of the reasons I'm in favor of people and processes that allow for ideas to interact. It's such a great post, I'm going to quote the whole thing here:

Here’s the question: What is more important, the idea, or the instantiation of the idea? Based on what I’ve been seeing/reading over the past year, it feels like we’re all losing the idea.
For example. Second Life – not that interesting. Not very many people, not great UI, business model challenges. Tons of hype – TONS of hype. And when SL vanishes, people will sniff and say, told you so. BUT. The idea – the idea behind SL, of a real platform for a virtual world, for robust commerce, ease of interaction, that’s interesting. It’s an idea worth pushing for, a dream worth having. Maybe the dreamers at Linden Labs will pull it off and make it real for everyone, but right now, we’ve missed the idea because of the focus on the example.
Or look at Wikipedia. Again, people are focused totally on the example, and not on the idea (Jimbo, I think, has the idea well in hand). Warts and all, Wikipedia has captured attention and created controversy. But by becoming the de facto example for all things wiki, it makes it easy for people (self included) to scoff and poke and mock when things don’t go well. If Wikipedia fades into the oblivion, people will say, well the idea was flawed. NO. The idea – harnessing the real wisdom of the crowds – remains as a beacon. When we focus too much on the company in front of us, we lose the idea.
There are tons of other examples – Digg, YouTube, Google. Each of these represents an “it” company of the moment, but behind each of them is an idea worth considering, regardless of the success or failure of the companies currently playing the lead role of the idea.
Why is it so damaging to lose the idea in the face of its current incarnation? Because some ideas take multiple instantiations to succeed, and if we summarily disregard the idea because of a flawed example, we run the risk of missing a huge opportunity.
As my dad always said, patience is a virtue. We’d all do well to be a bit more patient, and a bit more perceptive in our ability to applaud an idea and laugh at the current example.

This is why from an external perspective (investors, business managers), you need patience and internally (the people actually doing the work) you must have a steadfast determination to persist. Point me to anything that you might call innovation, and I'll point you to a version 2.0+ of an originally underdeveloped even laughable idea.

What's also interesting is that this is coming from a public relations guy! When you introduce something new, you almost always need to define it in terms of the past, in terms people already understand. (This is what makes things intuitive: they are like things you've experienced before, that you already understand.) Since folks, from CEOs to customers, are normally impatient, you need to use short words, quick explanations, simple concepts to promote a clear message, even if what's going on is much more interesting and subtle and even complex. This then, often has the very effect Frank is chafing against: It obscures the core idea while amplifying the current instantiation.

When considering a new idea, most normal people will have a "failure of imagination" that doesn't allow them to distill past the current implementation and see hidden therein a foundation for a future master work. If you find someone that can discern the core value of things and has the patience and courage to persist, hang on, because there's more than likely an explosive future just around the corner.

On Infrastructure

2007-02-26T21:13:00.000-08:00

The following quote is from a long article on Toyota in the New York Times:

Improving efficiency in the factory, though, doesn’t necessarily lead to greater profits. Savings on the assembly line can mean a nicer dashboard without making the customer pay more for it. “If you’re efficient in the things the customer doesn’t see, then you can put it into the things the customer does see,” Ron Harbour, a consultant whose company rates the efficiency of auto plants, told me. A result is a car more popular with customers. Success on the assembly line, in this way, begets success in the showroom.

For me, this best describes the business case for choosing Cocoa as your application framework for Mac applications. This is not to say that you can't write terrible Cocoa applications. You can, to be sure, but in general the APIs, the design patterns, even the style of the code subtly try to keep you from rebuilding things that have already been built. Many of the programming idioms try to get out of your way and "do the boring stuff" so that you can spend time adding value that the customer actually sees.

If you are always spending time working on the guts of your application, especially the parts that the user doesn't directly interact with, there's often little perceived value in the work you are doing. If you are all of the time "platform building", it's easy to loose sight for what the platform is being built to support. Don't get me wrong, I'm a big fan of infrastructure work, I've spent most of my professional career doing it. However, it's absolutely critical to see the connection from the work you do to the customer value. This is why a good user interface is so important. This is why a good application programming interface is so important.

On the other hand, if you are working with people that watch out for the schedule and bottom line and you propose an infrastructure improvement, immediately you will, or should be, accosted with pointed questions about cost, time and customer value. All of these are very good things to discuss, but when you do discuss them, you must not forget the long term impact of the work you do. If you're only going to be there for one version of the software, then maybe the near term results are all you care about. There are as many shortsighted programmers as clueless business men, but I think the real answer is that working on improving the guts, the engine, the non-visible, un-photoshopable parts of your application are the long term the "critical path features" that will allow for money and time to be spent on the high customer impact features of version n+1.

Toyota’s executives recognized early on that improving the process by which cars are designed and built is just as important as improving the vehicles themselves.

You've got to have both, but if you only ever focus on what the user sees (and this is easy to do!) eventually, your application will collapse under its own weight. What I'm trying to discribe might be the best business case for the model-view-controller design pattern. How does this apply to Cocoa? Sure, you can build an app using the model-view-controller design pattern without Cocoa, it's just that with Cocoa, you just fall into doing the right thing long term, even if you don't quite know why.

Welcome to 2013

2007-02-22T12:27:00.000-08:00

Every once in a while me and some of my buddies will get together for lunch to prognosticate and pontificate. The "rules of engagement" are that you argue the future of technology with the assured confidence of Steve Jobs, while still being nice. ;-) Today, you won't get the laughs, the jeers, the oohs and aahs or even the subtle interplay of the multiple ideas and feelings as we sit around the table and guess about the future, but you will get part of my view of things and you'll just have to imagine the rest. So with that preamble, let me start with what the world looks like in 2013:

To begin with everyone has at least one, but most have two, 30" displays at work that support multi-touch and have embedded hi-res cameras. Screens haven't grown much taller, but they will have grown wider. People carry around their iPhone on which resides all their digital assets. They walk up to a workstation and "plug in" to run all their customized programs and data coming off their phone. Laptops still dominate, because, well, they have a keyboard and mouse that work, but they are the peripherals of the phone, the iPod, the communication device, not the other way around.

The user experience isn't just about being pretty and functional anymore, it's about making the work you do fun, in a very game-like almost surreal kind of way. Of course it's efficient, because it's fun to be successful at what you do! But it's not just about being efficient anymore, it's about being beautifully efficient and deeply effective.

In this world of 2013, all desktop applications, as we know them, continuously bounce back and forth between two states: fully online, and partially offline. While all the user's data is stored on their local device (read their iPhone), they know that when in range of any wireless signal, their data is being securely and automatically backed-up and kept in sync up with all their other peer devices. Normally this is the cloud for down-level, but always accessible access, their home and work computers, their entertainment center and car and of course their iPhones. Yes, most people will have one "work horse" iPhone and another smaller, lighter, "more invisible" if you will, model.

Documents are far from dead in this environment, but they are more dynamic, they are less the end, but the vehicle for the process of learning and discussion. The standard way to transmit rich but static read/only documents will continue to be PDF. Word processing will move to be more about design and layout than about text macros, spell checking and print out. PowerPoint presentations become less about bullet points and more about data visualization. Excel workbooks finally take on embedded SQL back-end for deep data-sets. This simultaneously thrills regular users who always knew Excel was a database, while frustrating DB admins worldwide. Excel "views" on to any data set auto syncs back up to and around with other people and servers. PowerPoint presentations include Bonjour enabled real time text chats on the presentation's "side screen" if enabled for the presentation. The typical method for connecting to a HD presentation display is simply connecting your phone to the projector and driving the phone with the button on your phone's headset over a secure wireless connection. Your headset will also record your presentation for later automatic transcriptions or playback.

Email and News isn't so much about "getting to done" and reading all the email and news coming your way. It's much more about training your "inbox aggregator" to sense the signal in the noise. Which people and sources consistently produce high signal work will be the basic factor. Your work will be to both broadcast so that people will want to subscribe to your data-out-stream, but also aggregate the common themes coming in. Spark-like, the software will identify the new, the novel and out of the ordinary. Analysis of your reading, response times, collaboration habits, phone calls, even tracking your focus on the screens will help the system to make connections and inferences and your projects and priorities will there by emerge. The complex patterns over time will create a data set that you can both tag with good and bad behaviors which the system can use to help you do more "good things" and fewer "bad things." When the system senses you are "in the zone" phone calls, IMs, even background applications fade from view allowing your to focus and really think and really produce. This kind of pattern analysis will be done both locally as well as in the cloud. The system learning will happen in both places.

Help systems will be much more user developed, driven and updated with a few mavens driving the core content. Person to person personalized help will emerge: This is where you can call someone and get a personal response in your own language, from the same support person you have grown to like, within 24 hours. The help system extends beyond just using an application, becoming more like a workflow analyst and personal coach. Help systems well done become a modest profit center for those few companies who figure out how to serve personally, not just quickly. This premium help service becomes something people love to pay for, because of the way it helps them directly improve their day to day work. Think of it as life hacks, evolved and distributed.

Software updates and personalization of software on the fly will mimic and then surpass the current web based model. Users will be able to log feature requests directly in the applications they use. Developers will be able to respond in aggregate or individually. Web apps will support roll forward upgrades, while desktop applications will support seamless roll forward upgrades and roll back downgrades. The roll back ease will allow for people to bravely try out new features in newer versions without the risks of all our nothing upgrade decisions. When a bug or feature they requested is fixed or something similar added to a new version of the application of which they don't have, they will be notified. Think of it like out of band email feedback and support, or like FogBugz stuffed into each application you own.

Video conferencing will be available most places and no one will use it except for one to many lecture style communication. What they will use is screen sharing, document sharing and white board sharing while high quality audio, text and data sharing collaboration will be the norm. Conversations will naturally move from audio, to audio and text chat, to screen sharing, to document editing to white board sketching and back to basic text all with the effort of adding a new party to a conference call on the iPhone. Even with all this communication technology, person to person visits will remain he most effective form of collaboration. As such, most systems will tend to lead you from lower communication models to higher communication models, given your particular context.

User interfaces will provide greater affordances for the human user. Not just skins and layout changes, but reading text summaries into audio files to be processed and listened to while moving from place to place. Reminders to get up and stretch, take a break. Zooming in and especially zooming out spatially will help people not only to read better as they age, but to step back and gather greater context, then focus in on the most important information or task. Audio will be used slightly more to provide feedback, but displays that can "thump" or provide force feedback when touched will also allow for better interactions. Where today we use "if statements" then we will use Bayesian probability in making our decisions.

The most important aspect of software design will be the answer to this question: How can we optimize this experience such that the things humans are good at are made easy, fun and amplified, while the things humans are generally poor at are made automatic, simple, out of the way, multi-tasked, yet controllable, abstractly knowable and understandable.

In this world, technology will not be the enabler or even the competitive advantage. In 2013, technology will be the raw material upon which and out of, much of life's daily work and play will be built. In 2013, people will have gotten over technology, less will be the worship of technology as some magic cure all, more the understanding of technology like a bicycle for the mind, the heart, and even the soul. And so here's to a softer time. A time when the real world, not these virtual intellectual properties, but the actual world around us takes preeminence once more.

The Screenshots

2007-02-21T01:45:00.000-08:00

As promised and thanks to a brave soul, here are the Easter Egg screenshots. Without the animation, it's hard to get a feeling for scrolling credits etc., but here goes. First Office 98, then 2 Office 2001 screenshots.

An Easter Egg

2007-02-08T23:33:00.000-08:00

From Wikipedia:

A virtual Easter egg is a hidden message or feature in an object such as a movie, book, CD, DVD, computer program, or video game. The term draws a parallel with the custom of the Easter egg hunt observed in many western nations. In computer programming, the underlying motivation is probably to put an individual, almost artistic touch on an intellectual product which is by its nature standardized and functional.
[...]
Because of the increase in malware, many companies and government offices forbid the use of software containing Easter eggs for security reasons. With the rise of cybercrime and the prevalence of the Easter egg's cousin, the logic bomb, there is now concern that if the programmer could slip in undocumented code, then the software cannot be trusted. This is of particular concern in offices where personal or confidential information is stored, making it sensitive to theft and ransom. For this reason, many developers have stopped the practice of adding Easter eggs to their software. Microsoft, who has in the past created some of the largest and most elaborate Easter eggs such as the ones in Microsoft Office, no longer allows Easter eggs as part of their Trustworthy Computing initiative.

That pretty much sums it up. In a quieter time, there were Easter eggs. Alas, that time has left, never to return. However, digging through some old notes of mine, I found something fun, so today I'll to do my part to preserve some Mac history. The following are the instructions needed to trigger an Easter egg in Mac Office 98 that, as far as I know is Mac specific and no where recorded online. I'm not going to tell you what it does, but if someone has an old copy of Mac Office 98 around, does this and sends me a screenshot, I'll post it. :)

The steps are pretty involved:

Set System date to > Feb. 15
Boot any Office application
Make sure the Assistant is up
Grab the Standard toolbar by the drag handle and do the following without letting go:
- grab to the center so it is floating
- grab it back to the top dock area
- grab to the center so it is floating
- grab it to the left dock area
- grab to the center so it is floating
- grab it to the bottom dock area
- grab to the center so it is floating
- grab it to the right dock area
- grab to the center so it is floating
- grab it to the top dock area and drop it
Click the Assistant
Type “Think Different”? Think Grammar!
(including all punctuation and spaces, exactly as you see it above)
Click Search

Enjoy.

Post-It Pixel Art

2007-02-07T09:20:00.000-08:00

As a birthday present to MacBU Joe LeBlanc, Jessica Lambert and Matt Elggren (aka Mel) arrived at our building at 6 AM yesterday morning and setup this surprise for us! I think it's super cool. More details at our Mac Mojo blog. Enjoy!

10 Years of MacBU

2007-02-06T08:54:00.000-08:00

Today we are celebrating the 10th anniversary of the creation of the Macintosh Business Unit here at Microsoft. I was there when the Business Unit was created, so I thought I'd share some of my memories about that time, way back when.

When I was first hired as a contractor to help test, I was actually hired by an old QuickTime/Newton engineer that had left Apple to work at Microsoft in the Word team. Microsoft was just "getting" the Internet and one of the several efforts underway was to create an add-in for Word that would allow you to create, read and browse the internet, in Word no less! I know that sounds laughable today, but back then web pages were much simpler and it kind of made sense that Word would be a good place to create web pages. Well, the add-in was named "Internet Assistant of Word" and I was in-charge of testing the HTML input/output of with this plugin installed on the Mac. I had loads of Mac experience, but little experience with HTML apart from building my own pages in Adobe's PageMill (!), so I dove in, learned a bunch and tried to ferret out all the bugs.

While I was working on the Mac version of Internet Assistant for Word, my manager kept meeting with others around Microsoft evangelizing the need for a specially purposed Mac Unit that would just focus on the Mac software. He was by no means the only person pushing for this change, but when it did happen, he got to be a part of the new team as Test Manager and I joined the newly formed MacBU with him.

Back then, our automation system consisted of (don't laugh) XLM scripts that would drive Excel through test scenarios! Excel was really the only team that had lots of automation and they had a whopping 20 or so machines set aside to run these tests. Naturally I landed in the Excel team, but my task was to develop automated performance tests for Excel.

The day the MacBU was formed, we met in a large conference room near the old Microsoft Library. This building has since been replaced by bigger buildings, but I remember standing in the large auditorium in the back, standing room only, as folks explained the change and why it would be a "good thing."

Much has happened since that meeting and I dare say, that creating the MacBU at that time was a very aggressive decision. Back then we had a majority of Windows developers, writing code like crazy to build a Windows product, and then finally ship it, only then to work on the Mac product. This produced sub-optimal results.

After the MacBU was created, we moved to a place where our developers and testers were not required to do the Mac thing, but got to choose which product to work on. (Yeah, when the MacBU was created, lots of folks were forced to be on the Mac side and didn't want to, but over time that quickly filtered out.) The option to work on your platform of choice set us up to hire more Mac talent, and that was a very, VERY good thing. Soon after we would fork the code base, move to different ship cycles, eventually move to CodeWarrior, then Mac OS X 10.0, on which we were the first big company to get on the new platform! Yeah, our quality wasn't the greatest, but at least we didn't get called "laggards" by Jobs in his keynote! :-P My goodness, we were the default OS web browser and email client! We started the pin-striping with IE! Okay, so maybe we don't mention the pin-striping, I'm just saying...

Now, we've got a growing business, a super talented and focused Mac team that "gets it" when it comes to the Mac experience. From a industry level, when MacBU was created, everyone was saying, "Write once, deploy everywhere." and in a way, there's some of that still with the "web as a platform" being pushed today. The creation of the MacBU flew in the face of all that and said, if you want to be excellent on the platform, you've got to treat it seprately, not as an afterthought. All throughout the industry, I believe the MacBU has given other large companies permission to consider the question, "Should we have a dedicated Mac team just to focus on the Mac stuff?" I think that has had a more postitive effect on the overal state of Mac software from large companies than all the new Cocoa APIs, as much as I love them.

All these years later, it's hard to argue with the majority of users that see Mac Office as a must have set of tools for their work. The challenges of the Office 2008 product cycle continues to amaze and frankly, I don't think Apple could throw any more required changes at us! We are setting the stage for some fast action innovation and delivery that I think is going to make folks sing, not just for Office 2008, but beyond. The conspiracy theorist and MS haters will continue their diatribes, but the rational-rest of Mac users will continue to kick butt using our software. I love it, because in the end that's what it's all about.

In demand

2006-12-13T20:35:00.000-08:00

Ever laconic Seth Godin posts on what he sees in demand these days:

We don't need pilots. We need instigators and navigators, rabble rousers and innovators. People who can't follow a checklist to save their life, but invent the future every day.

I don't think Seth really understands what it means to be a great airplane pilot, but what he's trying to say is right. There was a time when folks who could do the "cog work" (e.g. follow this procedure, the same way, every time. etc.) were valued, but not any more. Moving away from the front line, I might say, what we need are leaders, not managers.

On the hive mind and the wisdom of crowds (or the lack thereof) Steven Johnson of the New York Times summarizes:

A swarm of connected human minds is a fantastic resource for tracking down software bugs or discovering obscure gems on the Web. But if you want to come up with a good idea, or a sophisticated argument, or a work of art, you’re still better off going solo.

There will always be a premium on creativity. You just can't engineer that. It's a human thing. There are problems you can solve with money, but being creative isn't one of them.

On Context

2006-12-07T22:36:00.000-08:00

There's been some talk recently about how MacBU might better develop software, and it reminded me of this story:

A long time ago in a faraway village lived a man who everyone did their very best to avoid. He was the type of person who believed that there was only one competent person in the world, and that one person was himself. Consequently he was never satisfied with anything. His shoes never fit right. His shirt never felt comfortable. When his food wasn't too cold, it was too salty, and when it wasn't too hot, it was too bland.
If a field wasn't sowed by himself, it was not sowed well. If he didn't close the door, the door was not closed properly.
In short, he made a career of frowning, lecturing, criticizing, and mumbling about the incompetencies of every other person in the rest of the world.
Unfortunately, the man was married, which made matters all the worse. No matter what his wife did, in his eyes it was wrong. No matter what the unfortunate woman cooked, sewed, or cleaned, or even when she milked the cow, it was never satisfactory, and he let her know it.
She tried very hard to be a good wife, but it seemed the harder she tried the less she pleased him. Finally, one evening she could take no more.
"I'll tell you what we'll do," she told him. "Tomorrow I will do your chores and you will do mine."
"But you can't do my chores," the man replied. "You don't know the first thing about sowing, hoeing, and irrigating."
But the woman was adamant. And on top of that, she was filled with a righteous anger that frankly astonished and frightened the man to the point where he didn't dare disagree.
So the next morning the wife went off to the fields and the man began the domestic chores. After thinking about it, he had actually convinced himself he was looking forward to it. Once and for all, he would demonstrate to his wife how things should be done.
Unfortunately, not everything went according to plan. In fact, nearly everything the man touched turned into disaster. He spilled the milk, let the pig get into the house, lost the cow, burned the dinner, and ultimately set the house on fire, narrowly escaping with his own life.
When his wife returned, she discovered her husband sitting on a pile of ashes, smoke still rising from his clothes. But the woman wasn't the type to rub things in. She helped him up, wiped the soot from his beard, fixed him a little something to eat, and then prepared a bed of straw for them to sleep on.
From that day forward, the man never complained about anyone or anything else for as long as he lived.

At different points in my life I've played the role of both people described in this story, so I can speak from experience when I say that there's no shortage of people who know the best way to develop software. The problem, however, is almost always one of context. What might work for one context, is absolutely the wrong solution in another. You can almost never judge correctly without knowing the context and you can not know the context without being a part of the process.

There are a lot of things that make developing software hard. I don't believe writing well designed, high quality software is easy for anyone, especially not for us who work on Mac software at Microsoft. But the challenge attracts some amazing people, for which I am personally grateful. It makes what otherwise might be impossible, doable. When I share with you what work is like for me, it's because not everyone can work on one of the oldest, most successful and most used Mac programs around. I figure you will find it interesting because, well, how do you go about testing 30 million lines of code? :-)

Today we had a nice visit from Sal Soghoian and Todd Fernandez from Apple. Among other things we talked about what's new with AppleScript and Automator and what requests we had for improvements to both. After the meeting I gave them a quick tour of the Mac Lab. We have now upgraded to where we have over 300 Mac minis and over 400 Macs total all dedicated to running AppleScript test automation. I recall Sal saying, "I'm on a serious AppleScript buzz!" I'm willing to bet it's the largest "AppleScript installment" he's ever seen!

Consider the implications of our automation test lab: There's all the hardware costs: the Macs, the KVMs, the switches, the power, the cooling, the Xserves, the SQL servers. Then there's a whole Operations team that keeps everything going. Then there's a whole Tools team that writes tools of all sorts to help our small team of testers and developers scale and manage the complexity involved. Then there's my team, the automation team, tasked with making our automation story successful. All this for what? So that we can ship to our customers a super reliable, safe, high quality product, specifically tailored and designed for the Mac. If this doesn't speak to the focused effort we are investing in making Office 12 insanely great, I don't know what does.

Others may balk at the effort required to design, build and test Office for the Mac, and I don't blame them. I'd probably do the same if I didn't understand the magnitude of what is involved first hand. We've got lots great new features in Office 12, only one of which is the support for the new file formats. It's hard to really express the scope and scale of things sometimes, but the Open XML based file format has been published and you can find the full spec online. It's a PDF 3975 pages long! Read that and you'll have all you need to understand the details of the new file format. It's a good example of what I like to call serious, professional software development at a massive scale.

You may never be a part of a software project as big as Office, but not too long from now, when you're using Office 12 on your Mac or a freely updated version of Office 2004, you won't care about all the details involved with getting every bit in those 3975 pages of Open XML spec correct, you'll expect things, like a Mac, to "just work". We want that too, which is why we do, what we do.

The Cost of Focus

2006-11-19T09:00:00.000-08:00

I just read this by Michael Bolton on testing, but I think it has more general application:

It occurs to me this evening that when test plans, test scripts, and testers look for particular problems with excessive focus, they do so at the expense of peripheral vision.

Contrast that with what Adam Richardson says about the importance of peripheral vision:

Bill Bradley is today known primarily as a politician in the US, but in his youth he was an outstanding basketball player. Among several notable abilities, he had a natural gift: his eyesight. Specifically, he had abnormally good peripheral vision. Whereas normal peripheral vision covers a horizontal field of 180 degrees, his covered 192 degrees - he could literally see behind himself. Vertically, most people can see 47 degrees upward while looking straight ahead. Bradley could see 72 degrees, meaning he could see the basket even when looking at the ground. These factors gave him an ability to see things on the court that others could not, and detect threats and opportunities earlier than others players. (For a nice essay about Bill Bradley, see this book by John McPhee.)
Peripheral vision is an interesting thing: it provides much less detail but much more sensitivity to movement than our central cone of vision (which is only about 7 degrees in diameter). Peripheral vision is essential when you’re in the jungle or on the savannah, spotting movement at the edges that indicate danger. But our medical tests for eyesight pretty much ignore peripheral vision, focusing instead on how much small detail you can resolve in your central cone.
Business analysis is often the same way. Movements at the edges that are ill-defined are ignored, and all tools and attention are focused on what we can see clearly with great detail that's right in front of us. But it’s the movements at the edges that can both be the most threatening, but also represent the new opportunities. This is where the disruptive innovations that Clayton Christensen talks about come from. By the time you can prove their existence in detail, it’s too late.
Wicked problems are very difficult to understand by staring straight into them and looking for clear detail, however. They need to be approached from the edges, sort of like doing a jigsaw puzzle where you find the edge pieces first. Having peripheral vision that is trained to be sensitive to the edges is a key capability (this applies both to product teams and to business units - wherever wicked problems occur).
So encourage staff and managers to pay attention to and nurture their peripheral vision - meeting with their “whacky” customers who push your products to the limit, talk to people who aren’t your customers any more and find out why, and pay close attention to disruptive innovators making cheap and “poor” products that your traditional customers wouldn’t touch. And if you think you're facing a wicked problem, don't expect hard numbers on it; by the time you've got solid data, it's probably too late.

Balance and timing once again seem to be the issue here. Focus, but not excessively otherwise you'll loose valuable peripheral vision which you'll need to find the next great ideas to focus on. It's often the free radical ideas that lead to the innovative idea. And if you are too focused, you'll miss them.

Something Great

2006-11-16T22:00:00.000-08:00

Consider this summary of the story of a horse named Snowman by Joseph B. Wirthlin:

Harry de Leyer was late to the auction on that snowy day in 1956, and all of the good horses had already been sold. The few that remained were old and spent and had been bought by a company that would salvage them.
Harry, the riding master at a girls' school in New York, was about to leave when one of these horses—an uncared-for, gray gelding with ugly-looking wounds on its legs—caught his eye. The animal still bore the marks that had been made by a heavy work harness, evidence to the hard life he had led. But something about him captured Harry's attention, so he offered $80 for him.
It was snowing when Harry's children saw the horse for the first time, and because of the coat of snow on the horse's back, the children named him "Snowman."
Harry took good care of the horse, which turned out to be a gentle and reliable friend—a horse the girls liked to ride because he was steady and didn't startle like some of the others. In fact, Snowman made such rapid improvement that a neighbor purchased him for twice what Harry had originally paid.
But Snowman kept disappearing from the neighbor's pasture—sometimes ending up in adjoining potato fields, other times back at Harry's. It appeared that the horse must have jumped over the fences between the properties, but that seemed impossible—Harry had never seen Snowman jump over anything much higher than a fallen log.
But eventually, the neighbor's patience came to an end, and he insisted Harry take back the horse.
For years, Harry's great dream had been to produce a champion jumping horse. He'd had moderate success in the past, but in order to compete at the highest levels, he knew he would have to buy a pedigreed horse that had been specifically bred to jump. And that kind of pedigree would cost far more than he could afford.
Snowman was already getting old—he was eight when Harry had purchased him—and he had been badly treated. But, apparently, Snowman wanted to jump, so Harry decided to see what the horse could do.
What Harry saw made him think that maybe his horse had a chance to compete.
In 1958, Harry entered Snowman in his first competition. Snowman stood among the beautifully bred, champion horses, looking very much out of place. Other horse breeders called Snowman a "flea-bitten gray."
But a wonderful, unbelievable thing happened that day.
Snowman won!
Harry continued to enter Snowman in other competitions, and Snowman continued to win.
Audiences cheered every time Snowman won an event. He became a symbol of how extraordinary an ordinary horse could be. He appeared on television. Stories and books were written about him.
As Snowman continued to win, one buyer offered $100,000 for the old plow horse, but Harry would not sell. In 1958 and 1959, Snowman was named "Horse of the Year." Eventually, the gray gelding—who had once been marked for sale to a low bidder—was inducted into the show jumping Hall of Fame.
For many, Snowman was much more than a horse. He became an example of the hidden, untapped potential that lies within each of us.

For me this story is both inspiring and challenging. Inspiring, because it makes me think I can do something really great. Challenging, because I don't know what that is exactly. Of course, everyone has their different ideas about what constitutes "something great", but more and more I'm starting get an idea. I've always loved this quote by Jenkins Lloyd Jones:

“Anyone who imagines that bliss is normal is going to waste a lot of time running around shouting that he has been robbed.
“[The fact is] most putts don’t drop. Most beef is tough. Most children grow up to be just people. Most successful marriages require a high degree of mutual toleration. Most jobs are more often dull than otherwise. …
“Life is like an old-time rail journey—delays, sidetracks, smoke, dust, cinders and jolts, interspersed only occasionally by beautiful vistas and thrilling bursts of speed.
“The trick is to thank the Lord for letting you have the ride"

And then M. Scott Peck in The Road Less Traveled:

Life is difficult.
This is a great truth, one of the greatest truths. It is a great truth because once we truly see this truth, we transcend it. Once we truly know that life is difficult – once we truly understand and accept it – then life is no longer difficult. Because once it is accepted, the fact that life is difficult no longer matters.
Most do not fully see this truth that life is difficult. Instead they moan more or less incessantly, noisily or subtly, about the enormity of their problems, their burdens, and their difficulties as if life were generally easy, as if life should be easy. They voice their belief, noisily or subtly, that their difficulties represent a unique kind of affliction that should not be and that has somehow been especially visited upon them, or else upon their families, their tribe, their class, their nation, their race or even their species, and not upon others. I know about this moaning because I have done my share.
Life is a series of problems. Do we want to moan about them or solve them?

I suppose I'll finish this way: I've been feeling very thankful these last few days. Thankful for my job and the people I've been able to work with over the years. Thankful for the enormous challenges we get to tackle and the support I've been given from so many people, not the least of which has been my family. So many times, things could have really turned out bad, and they didn't. And then some times they did, and we worked through that too. So, maybe that is something great, sustained effort toward worthy goals. Either way, I sure am learning a lot.

Coding Blogs

2006-11-15T01:00:00.000-08:00

This is part 3 in my "Blogs I Read" series. I hope you find it useful.

ADC Headlines - Apple - Feed

I find it really useful to keep on top of the new documentation that is added to Apple's Developer Connection website. I'll often find something new I didn't know, but mostly just seeing a "how to" or bit of sample code is enough to jog my memory when I come up against a similar problem.

Big Nerd Ranch Weblog - Big Nerd Ranch Folk - Feed

The Big Nerd Ranch started as a week long immersive training experience in Atlanta, Georgia. You focus on code intensely and remotely. The one fee covers food, lodging, transportation to and from the airport. It looks like they now have a "ranch" setup in Rome, Italy. I subscribe mostly because, well, I'd like to attend there the Cocoa training some day. Also, I think it's a great idea for helping people focus. I've heard that out on The Ranch, there's no internet connection and poor cell phone reception. It's amazing what cutting out distractions can do for a learner's capacity to gain understanding. I've been to a lot of training, but nothing like this, so I guess it really appeals to me. To top it all off, Aaron Hillegass author of arguably two of the best Mac OS X programming books, is one of the Cocoa instructors there.

Cocoa Dev Central - Scott Stevenson - Feed

This is my favorite learn-about-Cocoa site. Scott Stevenson has a clean, clear style and knows how to remove the unnecessary details making his Cocoa tutorials content-dense and easy to read. The site is well designed and just looks great and I admit, for me, that counts. It is really a one stop shop for learning about Cocoa for the beginner and advanced developer alike.

Mac OS Forge - Apple - Feed

What can I say here? I'm interested to see if Apple can make their second try at open source community work. I hope they can figure it out.

Mac OS X Internals - Amit Singh - Feed

Amit has been publishing extremely interesting and low level details about Mac OS X since at least 2003. I've always enjoyed his writing and recently he published a book named Mac OS X Internals. He doesn't post very often, but when he does, it's always worth the read. One of the main reasons I value Amit's writing is the way he contrasts and compares the Mac OS with other operating systems. If OS level stuff interests you, you'll love this blog.

Martin Fowler - Martin Fowler - Feed

Martin Fowler has been around for a long time, so his seasoned opinion holds a lot of weight for me. Seems like I am continually discovering "new" ideas and programming or computer science concepts that were discovered 20 years ago! He talks about software architecture, object-oriented analysis and design, refactoring, Unified Modeling Language, software patterns, and agile software development methodologies.

TextMate Blog - Allan Odgaard - Feed

And speaking of old ideas revisited, Allan has taken ideas from the venerable emacs command line editor and put and UI on them and then added some great new ideas of his own. Just when it seemed like BBEdit had the whole text editor market tied up, along comes TextMate and really ups the innovation ante. I'm a fan because: 1) I'm learning about the editor and the blog often shows me how to do stuff I didn't understand before and 2) I love rooting for the underdog. :-) If you spend a lot of time editing text on a Mac, you've absolutely got to check out TextMate.

World Usability Day

2006-11-14T15:49:00.000-08:00

I just found out that today is World Usability Day, and I couldn't help from laughing at the poster. Yeah, usability really matters. Enjoy. :-)

The Anatomy of Peace

2006-11-11T21:46:00.000-08:00

I recently listened to a BYU Devotional in which LDS Church President Gordon B. Hinckley simply related from his life "Experiences Worth Remembering." One of the last experiences he shared was this:

I had a long remembered experience with Mr. Shimon Peres of Israel. He was a former Prime Minister. He had seen much of conflict and trouble in his days. I asked him if whether there was any solution to the great problems that constantly seem to divide the people of Israel and the Palestinians. He replied, "Of course there is!" As I recall he said, "When we were Adam and Eve we were all one. Is there any need for us now to be divided into segments with hatred for one another?"
He then told an very interesting story that he said he had heard from a Muslim. The Muslim told of a Jewish Rabbi who was conversing with two of his friends, the Rabbi asked one of the men, "How do you know when the night is over and a new day has begun?"
His friend replied, "When you look into the East and can distinguish a sheep from a goat, then you know the night is over and the day has begun."
The second was asked the same question. He replied, "When you look into the distance and can distinguish an olive tree from a fig tree, then you know morning has come."
They then asked the Rabbi how he could tell when the night is over and the day begins. He thought for a time and then said, "When you look into the East and see the face of a woman and you can say, 'She is my sister.' and when you can look into the East and see the face of a man and can say, 'He is my brother.' then you know the light of a new day has come.

I'm currently reading a book named The Anatomy of Peace from which I chose the title for this post. One of the ideas presented is that when we treat people as objects, we are at war with them and bad things happen. When we start to see others as real people, not objects, the whole world changes before us.

Like so many things, it's simple, but very hard to do.

Windows Vista releases to manufacturing

2006-11-08T11:30:00.000-08:00

It's funny, here at Microsoft when we finish a project, we "release to manufacturing" which is implied to mean that we carry the "golden copy" of the product to the replication factory which they then use to manufacture millions of packaged copies for everyone. This manufacturing might start right away, but most people will not get their copy until next year. It's been a very long road for Vista, but it has finally RTM'd. Over the next few months Microsoft IT will be rolling it out to everyone here at work. Volume license business customers will get their copies by the end of this month, while regular PC users will get their copies on January 30, 2007.

From my perspective I'm glad it's finally shipped. I hope all my underwater stock options become wildly valuable! I'm also glad because since it's "done" there's a very good chance that Apple will finally fully disclose what ever secrets they were hiding from us at WWDC. MacWorld in January will be the perfect time for Apple to try to 1 up Vista, and I'm sure they know it.

I've been playing around with Vista and I've watched a few demos, but it's not on my main PC yet. Even with my limited knowledge of the features in Vista, there are two features I'd like Apple to copy right away: ASLR and Windows Meeting Space.

ASLR

From Wikipedia:

Address space layout randomization (ASLR) is a computer security feature which involves arranging the positions of key data areas, usually including the base of the executable and position of libraries, heap, and stack, randomly in a process' address space.

Basically, this really has a chance at making Vista much more secure. I'm all for it. More info can be found here.

Windows Meeting Space

This is a very cool collaboration application included with Vista and referenced from Microsoft's Tips and Tricks document as follows:

Collaborate with a co-worker.
Want an easy way to share files and applications with a colleague or customer—even when you may not be part of the same network? Windows Meeting Space is a new experience in Windows Vista that enables you to start an impromptu collaboration session with other Windows Vista users. Simply open Windows Meeting Space and start a session. Windows Vista will automatically detect other Windows Vista users that are on the same sub-net infrastructure or close enough for you to create an ad hoc (direct PC-to-PC connection) wireless connection. Once you have invited them and they have accepted, you can share documents by simply dragging a document to the Handouts area on the bottom right which instantly replicates that file across the other meeting participants’ machines. Dragging the file to the presentation area on the left side starts application sharing, enabling the other participants to watch as you present that file. If someone has a good edit for your file, you can make that edit in real time, or pass control of the application directly to that participant for them to make that edit for you.

This tool works with any document or application and finds people near by just like Bonjour. It's a little less concurrent than SubEthaEdit, but for all your applications! Having something like this, system wide on the Mac would be very cool.

And yes, I think the MacBU is at least partially responsible for inspiring the cool new Vista box. :-)

Impatience and Design by Counter Example

2006-11-06T17:00:00.000-08:00

“Don’t worry about other people stealing your ideas. If you’re ideas are any good, you’ll have to ram them down people’s throats.” - Howard Aiken, IBM Engineer

This is my favorite quote for the day. Innovation, with all the ideas and execution that it requires, fails to happen for so many reasons, but most common in my experience are these two:

1. Design by Counter Example

2. Impatience

Design by Counter Example

Suppose you come up with some fantastic idea, you are excited about it, so you begin to share it with your coworkers and friends. If your friends are smart, they'll begin to analyis your idea for weaknesses and flaws. They'll do this not because they don't like you or don't trust you, they'll do this because it's what they are trained to do. Find the problems and worse, find the 100% solution, the solution that works everywhere. You'll know these people because they'll often begin their comments to you with "No, but..." or "What about..."

The problem with the "No, but..." response is that it sets up conflict, and no forward progress in idea generation can be made until the conflict is resolved. Worse, conflict resolution wastes time and energy and discourages more idea sharing. The "What about..." response almost always follows with some scenario or example that counters your idea in some way. Your response will often be an attempt to resolve that counter example, which when solved will be rewarded with a new and different counter example. Corner case upon corner case, what was a clear, bold and brilliant idea, gets designed into a complex, multifaceted feature that is costly to explain, build and test. If you share your ideas with a team of smart people, this can happen in a disastrously quick manner.

Impatience

Impatience is perhaps the subtlest of innovation killers. You will need patience as you develop the ideas because it will be hard to teach your idea to others, and then once the vision is clear, it will take yet longer to actually implement it. Remember it took Steve Jobs 18 months to convince the record labels to let him build the iTunes music store. If you back down at any point in this long journey, that is when innovation dies. This is why I believe, in so many ways, it's all about the execution.

Ideas are important too, and when you are generating ideas, being creative, all too often a well meaning individuals will ask you to rate the ideas and place them in priority order for potential business impact. This is a good idea, but done too soon, it's like asking a 3 year old what valuable contribution he or she will make to the world, and bereft of any intelligible response condemning the toddler to uselessness.

This impatience to see whether an idea is good or not kills innovation because the real innovation happens generally not in one brilliant flash of light, but at the interaction of ideas, and often ideas interacting with others in the periphery. I first heard Steve Jobs coin the phrase, "connect the dots backwards" and I think this applies here. You can't tell what will be important until after the fact, after the interaction. What you need is a safe place for lots of ideas to interact with out getting shot down. It looks like this:

Creating an environment where ideas can patiently interact and people can interact with the ideas before making the "do or die" business decision is key. What's even more important than the ideas, is that you don't kill the idea generators and integrators, that is, the people! Consider this story related by Heike Bruch and Sumantra Ghoshal in the February 2002 issue of the Harvard Business Review:

"In a major U.S. oil company, for example, we witnessed a committed and enthusiastic manager gradually become apathetic. An IT specialist, he was assigned to an inter-disciplinary strategy-development task force that was charged with creating a new business model for an up-stream division. The team came up with several radical proposals, but they were met with lukewarm responses from senior managers. After several months, the team's ideas were diluted to the point that not even the IT manger found them interesting. What had once been an exciting task became a farce, from his point of view. Believing that no one was interested in new ideas, he concluded that he was foolish to have been engaged as he was. "I distanced my self," he says, "I knew that none of our innovating ideas would ever make it to implementation. So I continued working out concepts and ideas-but with no skin in the game."
To be fair, even the best organizations occasionally create cynics out of enthusiasts. But some organizations seem to make a practice of it by constantly sabotaging any flickers of creativity or initiative."

When creativity flickers, don't let the cold winds of cost benefit analysis prevail. Provide the fuel of saying "Yes!" and patience to wait and see, even if you must suspend your disbelief. This will give people the space and time they need to make great things happen. Remember it took Michelangelo years to complete the Sistine chapel and Goethe spent almost 60 years writing his masterwork Faust. Good things take time.

So, if you want to be innovative here's my advice:

Focus on execution, on making ideas reality. For every thousand great ideas, only one reaches someone with the courage to actually do something with it.
Stop saying "No, but...", learn to say "Yes, and...", find a way to talk about ideas that adds more and moves them forward. Give folks what they want. Suspend your disbelief.
Be patient, great things take time. The really great ideas are going to be a collision of ideas. Let them grow so they can interact.

Great Marketing

2006-11-02T09:15:00.000-08:00

I recently discovered Dragster, and on their front page the have this 19 second movie that consists of these 6 slides:

This is simply great marketing:

1. As much as I don't enjoy Apple's front page QuickTime movies, this really does catch my attention.

2. In 19 seconds I know exactly what the value this tool provides.

3. I'm introduced to both the name at the beginning and the end.

4. I'm introduced to the dragster icon twice, once in the Dock and the other time as the full logo.

5. The icon looks cool. Something you'd like to have in your dock just to show off.

6. The name is just great! It mixes something very tangible with the Mac gesture of drag and drop.

Great stuff. Maybe there are indie Windows developers this cool, but I just don't see them.

Business Blogs

2006-11-01T02:09:00.000-08:00

This is part 2 in my "Blogs I Read" series. I hope you find it useful.

Unitus Microfinance Blog - Unitus Employees - Feed

Unitus is a very cool company that focuses on alleviating global poverty by increasing access to microfinance. What I like best about this company is that they are proving that "doing the right thing" (helping the poor) doesn't just make sense in a non-tangible-good-karma-kind-of-way, it actually makes ROI business sense! We need more companies like this.

Sviokla's Context - John Sviokla - Feed

This is one of my favorite blogs. From his web page: "Dr. John J. Sviokla is vice chairman of Diamond Management & Technology Consultants, Inc., and serves on the firm’s Board of Directors as Global Managing Director of Innovation and Research. For the past nineteen years, Dr. Sviokla has been pursuing one simple question: How can executives create value with technology? He is a frequent speaker at executive forums and guest professor at institutions including Harvard, MIT, the London Business School, and Oxford." Every post is interesting, well written and thought provoking. Simply put, if you're interested in business, you'll want to read as many of his archived posts as you can.

the legal thing... - Michael Dillon - Sun General Council - Feed

You can't have a really successful business without getting involved with the legal side of things. It's very much the context in which the game of business is played. For "legal reasons" it's rare to find an interesting lawyer blog, but to find a General Counsel blogging, well that's some thing very unusual. It's a new blog, but so far it's been worth the read.

Wall Street Breakfast - Seeking Alpha Staff - Feed

One page annotated Wall Street Journal summaries. What can I say, it's quick and informative. It helps me put businesses and industries in context.

Apple General Blogs

2006-10-26T16:00:00.000-07:00

This is part 1 in my "Blogs I Read" series. I hope you find it useful. Infinite Loop - Ars Technica Staff - Feed I found Ars Technica before it had an RSS feed and it quickly earned a place on my bookmark bar. Infinite Loop is the Apple subsection or "journal" of their main site and they do a good job of finding interesting stuff Apple related. They put it best: "Infinite Loop is Ars Technica's journal devoted to Apple and Apple related ventures." My favorite part about their web site? Their tag line: "Serving the PC enthusiast for over 6 x 10^-2 centuries" Daring Fireball - John Gruber - Feed I really don't know where John came from, just that all of the sudden there was this guy who seemed to continuously have these very detailed and interesting Mac articles on his web site. That was a while back, now he's gone "pro" as a full-time blogger. His business model? Buy a shirt from him, and get full access to his daily links RSS feed for 1 year. I hope he's able to keep it up. His best post ever: Vacation, All I Ever Wanted in which he single handedly explains the joys of being a young Dad, the priceless nature of a single photo and the core reason all of us really need a bullet-proof backup system like Time Machine. FatBits - John Siracusa - Feed John Siracusa does excellent long form reporting of Apple and the Mac OS. Since we moved from Mac OS 9 to Mac OS X he has done the most extensive analysis of each of the major OS releases. Even with months of experience with the OS seeds we get from Apple, John still seems to find plenty new and interesting. John's blog is a classic quality over frequency type of blog. Planet Tao of Mac - Various Authors - Feed This is a cool collection blog of many Mac users around the world. I like it because 1) I was asked to be a part of it. ;-) and 2) It helps me keep my thinking about Apple and the Mac OS in a more world wide view point rather than the US centric standard. Slashdot: Apple - Various Slashdot Users - Feed Slashdot's tag line is: "News for nerds, stuff that matters" and that pretty much sums it up. It's also kind of nice to get my daily dose of MS hate and Apple love in one place. ;-) Think Secret - Unknown - Feed There are many Apple rumor blogs, and they all seem to have about the same "quality". I just picked one. It's a never ending pass-time to guess about what Apple might do next. So this blog fills that need, if you have it.

Out of the Best Books

2006-10-24T09:00:00.000-07:00

I've been reading blogs for over 2 years now. That's not very much time, but enough to really appreciate the conversation that is the "blogosphere." I'm only now realizing that because of my time invested in reading blogs, I'm not getting to read the books that normally I'm able to enjoy. Additionally, since I started working at Microsoft as a teenager, I've never finished my college degree. Now it's time to focus in earnest on completing that bit of my education. (Sidenote: If you have any tips for attending college and working full-time, send 'em my way!) So, in order to make more time in my life, I'm going to unsubscribe from many of my favorite blogs, not because of the content quality, but simply because for this next season in my life, I can't afford that luxury. So the next few posts are going to be a little meta-meta while I blog about blogs. :-) I figure that if I'm not going to read these excellent blogs anymore, at least a few of my readers might enjoy reading them in my absence. Further, it will be interesting from a personal recording standpoint when I come back, to see how my interests have changed. My process for choosing which blogs I read has been roughly this:

Someone I trust points me to a new blog or blog post.
I read the post and then skim the rest of the current posts, if most of the posts look insightful, I subscribe.
If the author posts multiple times each day, I'll often unsubscribe, unless the posts are very short and very interesting. This kind of rapid fire posting might be good for traffic, but the randomization doesn't help me focus or think deeply about the topic at hand.
Generally, I tend toward long form posts, rather than short pithy stuff. Not that I don't enjoy cleverness, it's just that from my experience most worthwhile topics can't be reduced to a simple sound bite without severe data loss.
There's always a risk that an author will have a few brilliant posts and then degrade into less meaningful writing. When I see this happen, I unsubscribe.

I use NewsFire to read blogs. It's simple, small and stays out of my way. In NewsFire I have a set of blogs in my "Interesting" group. This is my holding bin, the place where I put new blogs I've encountered, but are currently "on trial" to see if they graduate to a final resting place as one of my standard blogs. My typical pattern is to skim posts in NewsFire to see what I want to take time to read and fully digest the ideas. If I do, I open the post as a new tab in Safari. When I'm done, I close NewsFire and process the remaining pages open in Safari. So, I hope you enjoy the next few pointers. And if you are the author of a blog I mention, don't be sad, just remember, it's not a "good bye", it's just a "see you later." ;-)

WWDC Sessions on iTunes

2006-10-23T16:07:00.000-07:00

I just got this email from Apple: What can I say? Apple, you just made my day. (And pushed me that much closer to a Video iPod...) It looks like there's more content on the way. Did I mention since I attended the conference, all of this is "free"? It will be interesting to see if ADC members who didn't attend will be able to purchase this content. I sure hope so. Update: For a direct link to the iTunes area, click here

$30,000 Apple Logo

2006-10-20T12:30:00.000-07:00

A few months ago we got a bunch of Intel Mac minis (Intel Core Solo). We got 64 for automation and a some others for testers to use. When I saw the pile of boxes sitting in the hall to be recycled, I knew I had to save them. We piled them into my office knowing that there would be something I could do with them, but I just didn't know what or when. A few weeks later, it hit me. I opened up OmniGraffle and sketched out the plan: The Plan For those of you not experienced with pixel art, what you see above is the Apple logo. I might add that it's very hard to come up with something that will look like the Apple logo with so few pixels. Seriously, try it. Once I got something that looked good, I got Joe to come and help me out. It took a bit of effort, but with Joe's help and some double sided tape, we got it finished: My Office Apple Logo I like to think I have the most expensive non-Apple-assembled Apple logo in my Office. This week we got our shipment of an additional 64 Intel Mac minis (Intel Core Duo) for automation. Hmmm, more boxes...

C4

2006-10-19T15:07:00.000-07:00

Jonathan Rentzsch is putting on a small developer conference called C4. For various reasons I'm not able to go, but oh how I want to. I'm SO glad it's going to be re-broadcast like Evening at Adler was. Any how, I just found out that one of our Office developers, namely Olof Hellman, is making the trek all the way from Redmond to Chicago for the conference! I'm so jealous. The good news is that he'll be blogging about it on our team blog, Mac Mojo, so if you haven't subscribed to the Official MacBU blog and are interested in C4, I'd subscribe to the blog just for Olof's guest posts while at the conference.

New Sony Bravia Paint Ad

2006-10-17T12:44:00.000-07:00

I've posted before about how much I liked the other Sony Bravia ad and this new water-based-paint explosion ad looked really interesting. Today Sony released it. Check it out here. I'm not impressed. It's an amazing amount of work, to be sure, but it seems like it's too fast and ends too abruptly. Maybe that's what they were going for, but what's up with the clown? There is a good part at the end when all the "colored rain" comes down in different shades, other than that, not very inspiring. I would have liked to see more slow motion paint movement as well as different music that is less agitating. On the other hand, maybe it's just me and everyone else will just love the whole thing. Since many asked last time about the clean up, here's what they have to say:

Our latest TV ad - featuring massive paint explosions - took 10 days and 250 people to film. Huge quantities of paint were needed to accomplish this, which had to be delivered in 1 tonne trucks and mixed on-site by 20 people. The effect was stunning, but afterwards a major clean-up operation was required to clear away all that paint! The cleaning took 5 days and 60 people. Thankfully, the use of a special water-based paint made it easy to scrape-up once the water had evaporated. Keeping everyone safe was also an important factor. A special kind of non-toxic paint was used that is safe enough to drink (it contains the same thickeners that are sometimes used in soups). It was also completely harmless to the skin.

Woz at Microsoft

2006-10-17T00:48:00.000-07:00

One of the cool things about working at Microsoft is the constant stream of interesting guest speakers. Recently it was Steve Wozniak. It was facinating to listen to him speak about his love for technology. I had my trusty MacBook Pro and took down some notes and fun quotes. On chip design: "I played a game: how can you design it better than before. I wanted to see if I could design something with half as many parts." On wanting a computer: I told my Dad, "I'm going to have a computer." Dad said, "It costs as much as a house." I was stunned and quickly replied, "Then I'm going to get an apartment." About his microprocessor, "I couldn't afford one, but I could build it. I could always build something for free." Woz was giving away his Basic schematics, then when Jobs found out, he said, "Let's sell it." On Human Computer Interaction: "It's a lot easier to design a computer than make it acceptable to people in their lives." On Apple's rank in early computer magazines: "Apple was always at the top of the list, you know, alphabetical order." On the small business owners in the 70s and 80s: "They didn't want a computer, they wanted a solution." On childlike learning: "What's fun for kids can be fun for adults and that's my philosophy." Someone asked what excites you? His response: "Products done really well from the people point of view." "Steve jobs never programmed in his life." Someone asked if he had any regrets to which Woz replied: "Regrets about Apple, no. Regrets about my own life? Yes, I wish I would have put floating point in Basic, but I wanted to get it done quick."

Using Scrum in MacBU

2006-10-02T22:04:00.000-07:00

Today marks the official beginning of sprint number 2 for the Automation Team. Last month was our first attempt at a modified Scrum. I mention "modified Scrum" simply because of the cruel fact that I don't know everything there is to know about the Scrum Methodology. We just kind of picked out what made immediate sense and did it. It's a good change and we are learning. While our team is the first team in MacBU to be using this Agile process, hundreds of teams at Microsoft have had great success with it. We've had daily standup meetings for a long time, but this was the first time we actually did the product backlog and sprint backlog so I thought I'd record some of my personal reactions to the experience. There's a lot to like about what we've experienced so far, and as we figure out better how to apply this "Agile" stuff, I'm hopeful things will get even better. Here are some of my first impressions about the process: The backlog provides an awesome communication vehicle. Before the beginning of September the four of us on my team got together and generated a big long list of all the things we would like to do. We put all of this in OmniPlan, and then selected a subset that we would tackle in September. This did several very good things:

It got us all excited about the ways our team could contribute to the overall success of the software products we produce.
Helped us "get on the same page" with respect to the meaning of the individual items. You'd be surprised how different people can interpret even the shortest sentence!
Allowed everyone on the team to see exactly what everyone else had to do.
Allowed me, as a lead, to post the sprint backlog in the Lab for everyone to see. If folks wanted to see what we were working on, or how much progress we were making, it became very trivial. Perhaps low tech, but effective.

Developers are less randomized and more focused. Part of working on an internal team that builds software for folks sitting in the office next to you is that you get a lot of requests and lots of feedback. This is good, but the flip side is it can also lead to lots of interruptions and cause your efforts to be spread so thin that your effectiveness suffers. With our focus set in the Sprint backlog, new requests simply wait until the next sprint. All the devs get to remain heads down getting stuff done. Cross Team Collaboration Improves. With the sprint backlog in place, when someone or some team comes to us to ask us to "Do X" we can immediately respond, "That's a great idea, does it need to happen this sprint?" Almost always, it can wait, and this does two great things:

It allows time for the customer to really think about the request. By the time the next sprint rolls around what was life-and-death-urgent is now better thought out and prioritized more realistically.
It gets our "customers" in sync with our rhythm of delivery. The theme becomes, "Get your ideas in the next sprint's backlog, and you'll see some action on it in a month." All the lobbying for changes and design discussions about what goes in next will happen with the Product Backlog owner (me in this case) while the rest of the devs are uninterrupted.

High quality things get done! This seems maybe a bit silly, but at the end of the sprint, even if you way over estimated your production capability, (which we did) you have something to show for your efforts. Not just working software, but reasonable easy to understand metrics (like units of work per day) that everyone can understand when you need to explain why it will indeed take 3 weeks to deliver a high quality solution next sprint. Things get better now. One of the most interesting things about this whole process is how it elevates and exposes problems in the stuff you are doing. As you look at the backlog and compare your velocity of production to what you thought you could do, immediately you and everyone else begin to consider, "Why does this take so long?" On the last day of the sprint, (last Friday for us) we got together in the Cafeteria and took some time just to reflect on how things went, what slowed us down, and what can we do better. What's great about this is you remember what you were doing and then we add to the next Sprint items that will increase our velocity. As Henry Petroski has said in To Engineer Is Human: The Role of Failure in Successful Design, we learn more from our failures than our successes. But only if we pay attention to the failures and figure out what to do right the next time. This is so much better than waiting until we ship Office to have our "Post Mortem" to discuss how the release went. Problems are fresh, and fixing them right away have a good chance of paying off in the current product cycle. All in all, I'm very happy with how Scrum is working for our Team. For October, the Tools Team and Lab Team are joining us in testing out the Scrum process. I hope it works out for them, as well as it did for us. P.S. If this kind of software development stuff interests you, there's a great overview talk I recently found by Ken Schwaber which was produced as part of the Google Tech Talk series. I really enjoyed it. Lastly, if any of you have any sage advice for a Scrum Master in Training, I'd love to hear it.

Apple Keynote Bloopers

2006-09-29T23:12:00.000-07:00

This is super funny mix of many of the Apple keynote bloopers. I'm sure it's been around a long time, but I just discovered it. I've helped with behind the scenes for demos and presentations at MacWorld for Microsoft. When you are doing the demo or working to setup things behind stage, it's amazing how challenging it is to get everything right. The most important tips for doing this kind of thing are:

Practice, practice and practice.
Have multiple backups: hardware, software, everything!

via João Bordalo

MBUSWAT

2006-09-27T19:33:00.000-07:00

Note: This is a re-post of my 1st post on our Official MacBU Blog, Mac Mojo. If you haven't added Mac Mojo to your blogs to read, I'd recommend it. I'll be posting over there along with about 10 or so other folk in MacBU. Check it out, I think you'll enjoy it. --- Hello! My name is David Weiss and I'm the Automation Test Lead in MacBU, which means that I build stuff to help us test our code better. It's a great job. I could give you a detailed introduction, but I've kinda already done that. I could talk about automation practices or our sweet beowulf cluster, uh, I mean automation setup, but today, I'm not going to talk about work, at least directly. Today, it's all about the food! Since the MacBU was organized in 1997, we've moved from building 17 to building 44 and then to building 115. Change is one of those constants here at Microsoft and physical location is not excluded. Building 17 was the long time abode of Office, Win and Mac. When we moved to 44 it was the first time we were physically separated from the Win Office team which allowed us to develop some of our own unique identity, but the best part of building 44 was the conference rooms, or the food associated with, the conference rooms. I don't know how it is at other corporations, but often there would be a morning or afternoon conference room meeting and catering would be provided. It didn't take us long to notice that after the attendees had finished eating and returned to their meeting, there was a small window of time where the food was available before catering would clean up the food and toss it out. Being the ecologically sound individuals we are, and dissatisfied with waste of any kind, we setup an email alert system. One of the team, we'll call him Matt, setup an email rule on his machine so that any email sent to him with a subject that contained the text "[Food]" was duplicated and forwarded to other super secret food recon agents. In this way, we remained successfully "below the radar" of counter intelligence units. Until, of course, Matt turned his computer off. When that happened, we were all downgraded to free-pop-only status. After about 2 days we realized that we had totally missed one of the key aspects to an Official Microsoft operation, and that is, of course, a whole bunch of letters stuck together in a crazy acronym and the FAQ explaining it. What did we name our operation?

MBUSWAT: The MacBU Sustenance Watch and Acquisition Team!

Our Mission Statement: To seek out and share information pertaining to free food available at work.

Generally the standard encryption technology used to prevent unauthorized eaters from viewing our confidential communiqués was white colored text. This worked until we found that conspiring developers had added a feature to expose our secret messages to prying eyes: Auto Preview. We increased our encryption standard to include about 3 lines of non-encrypted babble prior to the encrypted message. This method has been found effective to this day, even with modern email clients! Well, anyone familiar with food services and catering knows this one truth:

Food quality degrades as the time increases in which the food sits idle, sad and unconsumed.

To combat this reality and better meet the cross group communication needs we developed a clear rating system (with easy to understand color coordination): Code Red: Food is available, but guarded by food service personal. Be wary of a status change. Code Yellow: Food is being consumed by conference room attendees. Soon we'll be able to move in. Code Green: Food is all clear. Act quickly, or you'll regret it. Code Brown: Food is still available, but due to prolonged exposure, it may taste like, well, not so good. Code Puke Green: Food is still there, but eat at your own risk, it looks or tastes nasty. With this plan in place, communication improved significantly, but alas, we continued to be plagued with the dependency on Matt's computer being fully operational. Since Matt, being the good tester that he is, often found ways to crash his computer (in the days of Mac OS 9) and hang or crash his email client, we needed to permanently sever "the Matt dependency". We did this by creating a distribution list on the mail server. The end result is that anyone who sent email to "food" would have that email sent to all who participated in the super-secret-group-mission of free food recon, disclosure and consumption. However, this efficiency gain significantly increased our exposure to being "outed" by the catering overlords, so while we stealthily kept the short name of food, we changed the friendly name of the alias to, "Mac Crossteam Discussion" which has kept us safe ever since. All of this lead to a namespace collision with the .NET team here at Microsoft. It all started with this fairly benign email:

From: Snax.Net To: Mac Crossteam Discussion Subject: New snacks reported at Snack.NET! A new snack in the Candy category has been reported in your building. Here is a description: So much peanut brittle you'll be sick for days. Log on to Snack.NET for further details! This email has been generated automatically. Do not reply to this email. If you would like to be removed from this list, please visit the Snack.NET website and unsubscribe. This has been a recording.

Of course, this kind of tempting notification led to simultaneous surprise, fear and hunger. Our covert ops team immediately got to work. Soon we discovered that Matt Stoecker was the author of a "test application" named "Snax.NET" which allowed for companywide snack notification. As he was testing the mail notification system, he used our alias. After Mr. Stoecker clarified and apologized, Agent Snook followed up with the salient question, "Can we still get the peanut brittle?" Agent B expanding on that theme continued, "I think Agent Snook makes a good point here. One cannot simply suggest the presence of peanut brittle and then not provide some easy way to access said tasty treat. I, for one, feel heinously bamboozled. And, I fear, this feeling of bamboozlement will only abate with copious quantities of peanut brittle..." Not long after this email exchange two guys from the Snax.NET team showed up with 2 buckets of peanut brittle! Complete office delivery is way better than having to go out searching for leftover catering! Today, the Snax.NET server has gone to that great big bit bucket in the sky, but here at MacBU, we are still on constant alert for what goodies might befall us. And now you know, the rest of the story. ;-)

Making Good on a Mistake

2006-09-25T12:32:00.000-07:00

I just read the following email for Apple:

From: iTunes Store Support
Sent: Saturday, September 23, 2006 2:41 AM
To: David Weiss
Subject: iTunes: Your recent TV show downloads
Dear David,
Due to a system error, you were recently charged for downloads that were meant to be free. You were incorrectly charged $11.94 plus tax for your recent download of the three ABC season finales on the iTunes Store. We will reverse the incorrect charges and you should see the credit within 7 days, depending on how quickly your credit card company processes the reversal.
Our customers are very important to us and we sincerely apologize for any inconvenience this has caused.
Please accept these three video codes good for any $1.99 TV show or music video from the iTunes Store as part of our apology. You can redeem your codes by just clicking the links below.
XXXXXXXXXXXX
XXXXXXXXXXXX
XXXXXXXXXXXX
https://phobos.apple.com/WebObjects/MZFinance.woa/wa/com.apple.jingle.app.finance.DirectAction/freeProductCodeWizard?code=XXXXXXXXXXXX
https://phobos.apple.com/WebObjects/MZFinance.woa/wa/com.apple.jingle.app.finance.DirectAction/freeProductCodeWizard?code=XXXXXXXXXXXX
https://phobos.apple.com/WebObjects/MZFinance.woa/wa/com.apple.jingle.app.finance.DirectAction/freeProductCodeWizard?code=XXXXXXXXXXXX
If you have any questions or concerns, please contact our customer service team by replying to this email.
Sincerely,
Kate
iTunes Store Team
http://www.apple.com/support/itunes/ww/

Here are some things that make me feel like I actually matter to them, amidst the gazillion other folks that purchase stuff from them:

1. It's signed by "Kate", not "Some Random iTunes Drone" or worse yet "iTunes Store Team". It's really signed by someone's name! Kate, I thank you.

2. It was their fault and they are aware of it, before I even figured out there was a problem. Isn't that how it's supposed to be?

3. They are fixing the problem (refunding my credit card) but also giving me $$ for the hassle. Folks it's 12 bucks!

4. The email is text only, short and to the point.

5. I can actually REPLY to the email like a normal person! None of this "do_not_reply@company.com"

It's these little things that count. I'm biased already, but stuff like this just makes a customer for life! I've talked about customer support before, but I will happily pay more for support like this. It makes my day and amidst the many things that don't work right every day, it's nice to get an email that reminds me that there are some things working correctly even if "the system" is not. Thanks Apple. Thanks Kate.

Inventory and Shipping Costs

2006-09-21T19:43:00.000-07:00

The entrepreneur in me just beams with excitement reading this announcement from Amazon:

Fulfillment by Amazon beta An Amazon Fulfillment Services Group Fulfillment by Amazon (FBA) is a new program that makes delivering your Pro Merchant Program and WebStore orders a snap. You send your new and used products to us, and we'll store them. As orders are placed, we'll pick, pack and ship them to your customers from our network of fulfillment centers. Simple fulfillment. Better customer service. Inventory Storage — You still own your inventory, but we warehouse it. Pick, Pack and Ship — When a customer places an order we pick, pack and ship it. Powerful Promotions — Your items can be combined with other Amazon-fulfilled items in one shipment, so customers save on shipping costs. With Fulfillment by Amazon, you can offer your customers Amazon Prime, free Super Saver Shipping on qualifying sales through Amazon.com. Customer Service — We manage post-order customer service, including the return and refund process, 24 hours a day, 7 days a week. How it works
You send us your inventory - Label, pack and ship your items to Amazon.
We store your inventory - When we receive your items, we'll store them until an order is placed.
We fulfill your order - When an order is placed, we'll pick, pack and ship the item, and may combine it with other items in the same order.
We manage all post-order customer service - We'll manage post-order customer service and handle returns as needed.

Wow and double wow. So what about the pricing? Seems reasonable to me. Maybe Amazon does personal storage next? ;-)

You can do it!

2006-09-20T13:48:00.000-07:00

My Dad just sent me this inspiring quote by Marianne Williamson from A Return To Love: Reflections on the Principles of A Course in Miracles

Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us. We ask ourselves, Who am I to be brilliant, gorgeous, talented, fabulous? Actually, who are you not to be? You are a child of God. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine, as children do. We were born to make manifest the glory of God that is within us. It's not just in some of us; it's in everyone. And as we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.

For me, at least, this is true and reading it reminded me of a great post by Seth Godin on ways to defend the status quo:

Top ways to defend the status quo
"That will never work."
"... That said, the labor laws make it difficult for us to do a lot of the suggestions [you] put out. And we do live in a lawsuit oriented society.""
"Can you show me some research that demonstrates that this will work?"
"Well, if you had some real-world experience, then you would understand."
"I don't think our customers will go for that, and without them we'd never be able to afford to try this."
"It's fantastic, but the salesforce won't like it."
"The salesforce is willing to give it a try, but [major retailer] won't stock it."
"There are government regulations and this won't be permitted."
"Well, this might work for other people, but I think we'll stick with what we've got."
"We'll let someone else prove it works... it won't take long to catch up."
"Our team doesn't have the technical chops to do this."
"Maybe in the next budget cycle."
"We need to finish this initiative first."
"It's been done before."
"It's never been done before."
"We'll get back to you on this."
"We're already doing it."

Let these phrases be warning signs for your mind. There is greatness to be had, don't let it slip through your fingers!

MSNBC Video Supporting the Mac

2006-09-19T18:00:00.000-07:00

Starting today, all video on MSNBC will now be available on the Mac without the need for Windows Media Player or Flip4Mac installed. Here's how it works:

If you hit the site with Win Internet Explorer 6 or 7 you get Windows Media video

If you hit the site with Mac FireFox you get flash based video It doesn't look like it supports Flash in Safari, but that could be just because I haven't got the newest version of the Flash player. Slowly but surely other groups at Microsoft are "getting it" when it comes to supporting the Mac.

Joel on His MacBook

2006-09-13T18:49:00.000-07:00

Joel Spolsky talks about his Mac at home experience:

I have a few complaints though: OS X antialiasing, especially, it seems, with the monospaced fonts, just isn't as good as Windows ClearType. Apple has some room to improve in this area; the fonts were blurry on the edges. Also, I don't understand all these people who say that Macs never crash. I probably had to reboot the MacBook Pro (hard reboot -- hold down the power button for five seconds) about every two hours. It was always the same problem: the Wifi network would go down for a second, something which happens to everyone, but on Windows, it just comes back, while on the Mac, I get a spinning colored ball and everything is frozen. Everything. Forever. If I try to wait it out the beachball will still be spinning the next morning. If anybody is aware of this problem and knows of a specific fix I'd love to hear of it. It was like a Windows 3.1 deja vu all over again thing.

I've only recently been getting the same behavior. I agree with Joel that it has something to do with the wireless, but I see this happen most often when I VPN into work. This didn't happen before 10.4.7, so I think this is a new bug introduced recently. Also, while Apple's sub-pixel text rendering has improved markedly, ClearType on Windows still is just a bit better, but some fonts seem to work much better than others. My basic understanding of how sub-pixel smoothing works leads me to think there are only so many ways to do it, so it's amazing to me that you can notice a difference.

Mixing Carbon and Cocoa

2006-09-08T01:37:00.000-07:00

Oh now this is so, SO refreshing and from a "Cocoa" developer no less! I don't know how many times I've heard the comment that we've got to re-write all of Office in Cocoa as if that were some magic pill that turns all Mac applications into "pure" Mac applications.

Wake up people! It’s 2006. It doesn’t matter what you program in, it’s how you get the job done. Arguing about whether to use Carbon or Cocoa is like arguing about whether to use a net or a hook to catch a fish. You use whatever the circumstances call for. If you don’t, you die. (This, from the vegetarian, city-dwelling Mac programmer).

Once again, it's all about execution. Now I love Cocoa (We use it internally to build all our GUI based tools) I love the design patterns and consistency, and I love CoreData and bindings, but very often if you want to do something cool, you almost always have to drop down to the C API and well, more often than not, you're using Carbon. Remember what Steve Job's said when introducing Carbon? "We named the API Carbon, because that's what all intelligent life forms are made of!" I'm personally looking forward to the end of the whole Cocoa vs. Carbon debate. Sometime in the future, applications will be judged by what they enable you to do rather than the API under the hood. If you want to get that concerned about the nuts and bolts, consider this the next time you fly: Every part that makes up every plane, came from the lowest bid supplier. Life's too short, find the right tool for your job and enjoy the ride!

Microsoft Cafeteria Tour 2006

2006-09-08T00:00:00.000-07:00

You may not know it, but the Microsoft Redmond campus has like 100 different buildings. Okay, maybe not exactly 100, but there are a bunch, and for every 3 or so buildings, there is a different Microsoft cafeteria. Some buddies and I decided we'd try to visit each and every one, in Redmond at least, and document the journey. Everyone's always talking about Google's swanky eats, so consider this your Microsoft guided tour of our swanky eats. ;-) You'll notice us following in great MS tradition by naming our project something as approachable and easy to remember and understand as "MSCT2k6". Of course, we couldn't do this without some kind of memorabilia, so you guessed it, shirts, mugs, bags and yes, the MSCT Rectangle Magnet. As our tour leader says, "Consume! It'll make you feel better, honest."

On Knowing Stuff

2006-09-07T22:00:00.000-07:00

I just heard a funny story about a little boy in Columbus, Ohio and it goes like this: A traveler came along one day and said to the little boy, "My boy, where's the road to Cleveland?" The little boy says, "I don't know." "Well, where's the road to Cincinnati?" "I don't know that either." "Well, could you tell me how to get to Toledo?" "No", says the little boy, "I don't know that either." Then the man looks at him rather disgustedly and says "Well you are an ignorant little boy aren't you?" To which the boy replies, "I may be ignorant, but I'm not lost!" One of the great things about children is their willingness to communicate and try stuff out. They are not afraid to say, "I don't know" and yet they seem to have such a clear view of things. It's refreshing, frankly. They seem to be born with this right from the start. In so many ways they are superior to us older folk in their ability to candidly interact with the world around them. I've been watching the TED presentations that, little by little, are being put online and one of the best talks I've seen so far is the presentation on education by Sir Ken Robinson. It's only 20 minutes long, so take a lunch break and "give it a go." If learning is important to you, I think you'll really enjoy it.

Work and Play

2006-09-05T21:42:00.000-07:00

From David Heinemeier

You don’t have to work hard to work well. You don’t need sinister eyebrows or only 4-hour sleeps or a booked calendar to be serious. But somehow that image sticks so bad that we tend to view fun as the opposite of Serious Business Stuff(TM). It’s a false choice, not a real fight. And you accept its premise at your own peril. Fun is all about creativity, innovation, play, experimentation, progress, and seeing real things come to life. If you make fun an enemy of business, you’re judging all these desirable concepts by association.

I just had lunch today with one of our Excel testers and while we were discussing some testing ideas, she just blurted out, "I'm so in love with pivot tables! I just love them!" I laughed, but I loved to see the enthusiasm about of all things, pivot tables! Work can be play indeed!

Be yourself

2006-08-24T08:00:00.000-07:00

I just found a great quote:

Be who you are and say what you feel, because those who mind don't matter and those who matter don't mind. - Dr. Seuss - US author & illustrator (1904 - 1991)

Do you matter? Despite it being a pedestrian principle, our patience with the differences we have with others is a good indicator.

My Dream App

2006-08-23T13:00:00.000-07:00

So a new website has launched that intends to use the "wisdom of crowds" to identify the best ideas for a new "dream" Mac application. The registered users get to vote on all the ideas to narrow down the field, then judges will decided on 3 winning ideas. The net result will be 3 new Mac applications that will prove the, ahem, wisdom (or lack thereof) of those participating. I think it will flop. I hope it's wildly successful.

Great ideas are NOT the limiting factor in software development! It's so much more about execution! Further, the driving forces behind great execution are much more multifaceted than a simple paper specification about how some application should behave. My favorite part of this process is:

Customer: Please build X.
Developer: Okay.
(Time passes)
Developer: Here is X!
Customer: I know what I want, and X isn't it.

It's everything that happens after this conversation that's important, not before. I liked what Daniel Jalkut says:

This contest will do nothing except put a heavy burden on a small development team to turn somebody else’s ideas into the type of application that can usually only be inspired by the developer’s own dreams. Even when a team pursues a dream - their dream - success is far from assured.

In hope of an iPhone...

2006-08-21T13:31:00.000-07:00

Here is a phone from Synaptics. The coolest part about the phone? It has no keys, just one big touch screen canvas. I guess, if you are going to remove stuff in a drive for simplification, removing the key pad is about as far as you can go. On the other hand, this just puts more burden on the software designers of the interface to use the touch-pad well. My experience with touch screens has not been that great. The biggest problem I see is that without a pointer device, it's hard to get feedback on what you've touched because your finger obscures what you are touching. One way to solve this, is with huge buttons, that allow for a color change that you can see around your finger or thumb. The problem with big buttons is, well, they're ugly. Here's to Apple solving the feedback problem along with a clean and beautiful UI.

Web Development for My Dad

2006-08-16T19:00:00.000-07:00

This is kind of a test, since I don't know what kind of expertise exists with you my faithful reader, but I need some advice, or rather, I need some advice for my Dad. He's 55+ and looking at getting back into the workforce and one option that has piqued his interest is web development. The question is this: What should he use as his web platform and why? Options that I've looked into are: Ruby on Rails on Mac OS or Linux WebObjects on Mac OS ASP.NET on Windows PHP on Mac OS or Linux Witango on Mac OS or Windows Note: I'm sure I've missed some others, but I think these are the big players. Keep in mind that he's used the Mac OS all his life as the basis for several of the businesses he's started over the years, so he'd like to stay developing on the Mac if at all possible. But it's not the end of the world if he's got to switch platforms. This has got to be a question others have asked, so if there's some web page that answers this directly, I'm sorry I haven't found it yet, but please leave the URL in the comments. Am I the only one that finds making a rational comparison in web development platforms difficult?

Steve Portigal on Innovation

2006-08-15T16:51:00.000-07:00

From Core77:

[Michael] Bierut felt he started off being too "clever" - which I hear as new for new's sake - and that wasn't the right thing to do. I don't think innovative means shocking, obviously new, different, and all that. I think innovation can be invisible and brilliant and seamless to adapt to, with that whiff of exhaled "ooh!" that happens afterwards. To a graphic designer, the word may mean something else.

But what is MacBU?

2006-08-15T16:20:00.000-07:00

I just got the most cordial email asking the most simple question: "What is MacBU?" Anyone who has spent any time at Microsoft knows the penchant demand for acronyms and jargon, it's so prevalent that at one point someone created an internal glossary just so people could keep up with the alphabet soup. That project has since disappeared, I think simply because it couldn't keep up! The "MacBU" is the nick name we use to refer to our business unit at Microsoft. Our fully qualified name is the Macintosh Business Unit. We develop Office; Word, Excel, PowerPoint and Entourage, Remote Desktop Connection and Messenger. There are other Mac products at Microsoft, but they are not part of the MacBU. We say "MacBU" like "Mac boo" and often write "MBU" but say MacBU. For completeness, we also use XL for Excel, Erage for Entourage, PPT for PowerPoint, RDC for Remote Desktop Connection and Msgr for Messenger. Every character counts, you know. Word doesn't have an abbreviation, because it's, well, Word. Yo. Now you can be all hip to the local lingo!

David Anderson: Software Development and the Theory of Constraints

2006-08-14T00:00:00.000-07:00

I just watched a video on Channel 9 where Robert Scoble interviews David Anderson about the work he's doing at Microsoft. I thought it was super interesting and thought you might enjoy it as well. The movie can be downloaded here. The following are some of my favorite quotes from the video:

My work focuses on applying the teachings of two management science gurus, one is Eliyahu Goldratt and other one is W. Edwards Deming. Goldratt has something he calls the Theory of Constraints which basically says if you can identify the bottle neck in your process your should focus all your management attention, all your investment dollars in alleviating that bottle neck in what ever fashion is appropriate. And he has some guidance on how to do that. Initially that started in manufacturing, and then he had a solution for project management, there was one for distribution channels and so on. I took all this theory and figured out how to apply it to software engineering. Some people said, "Well, that can't possibly work!" and, um, it does!

I think if you can reduce the team size down to something small that makes a big difference. If you can put four guys in one room and they can talk to each other all the time in really high fidelity that makes a big difference. But there's a certain scale of things where that doesn't work.

Speaking of domain specific languages as applied to the quality process:

It's a really cool use of domain specific languages in the Team Architect product and it's a fantastic way to actually have quality insurance in your quality insurance group!

Productivity goes up when you focus people on their production rate and don't force them on this conformance to plan concept. And If that's one thing you could change to make a big difference is stop estimating and start measuring velocity.

If I walk through the building at 7:30 at night and the half a dozen people there all have the debugger open and they've been debugging for the last 8 hours, that's a fairly good indication to me that there's a problem.

Good management, good organizational engineering makes for happy well balanced people that have a life and that's what I think we're all looking for optimally.

He has a blog at Agile Management Blog and his book is named Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results. I just added it to my list of books to read. P.S. If you want to view this on the Mac, download the free Windows Media QuickTime plugin Flip4Mac.

Moving on to AppleScript

2006-08-09T21:00:00.000-07:00

I've been super busy here at WWDC 2006, but it's that good kind of busy. Lots of new technology to learn and understand. It's been great! I did take some time yesterday to review some of the feedback online about our announcement to ship the next version of Mac Office without support for VB. This was a tough decision and one of those wicked problems that happen from time to time in software development. I think Erik's explanation of the challenges involved is one of his best posts yet. If you care at all that we are removing VB from Mac Office, read his post before you pass judgement. There's a lot of context to be had in there. Saying goodbye to Visual Basic Rich Schaut follows on with a post about what money can't buy and the challenges of software development in general. He then makes this comment:

But that does not mean we are unaware of the pain this will cause to a significant number of users. If you think we are not aware of that pain, consider this. David Weiss can give you a better number on this, but our testing methodology has always made extensive use of scripts for automated tests. Not just a couple of scripts, but thousands of scripts per Office application. At one point, all of those scripts were written in VB/VBA. In order to carry that testing effort forward into the era of Universal Binaries, every single one of those scripts had to be rewritten in AppleScript. I don't think it's even a remote exaggeration to say that our use of VB/VBA was at least a couple orders of magnitude greater than even our most automated customers. Do we know your pain? You bet we do.

This is absolutely true, we feel the pain. When we removed VB, immediately we lost more than half of our automated test bed. We've been carefully building back up our automation in ways that make sense, but it's a huge loss that those scripts no longer worked. That said, we know that AppleScript is capable and something we can depend upon long term not only for our testing efforts, but also for workflow customizations that our pro customers will use and build upon. Just last night I was at a WWDC party and I was introduced to a developer who had written a very cool script in VB to automate some of the work he and his team does on a regular basis. He was obviously concerned about what loosing VB would mean to him and his team with the next version of Mac Office. Everything he was doing with VB could be done in AppleScript and when we explained how AppleScript Studio provided a real IDE and UI workshop for developing custom solutions, he was very excited. If you have custom VB scripts, may I suggest looking into AppleScript as an alternative solution? There are great resources on building AppleScript automated workflows and it really is the Mac standard for inter-application communication. We are always looking for ways to make our AppleScript support better, so if in trying to make your VB solution work in AppleScript, you run up against a wall, let me know either in comments or via email. I think you'll be surprised at how much can be done with AppleScript today.