Because simple is simple.
El 31/10/13 16:25, Iberê Fernandes escribió:
2013/10/31 Alberto Salvia Novella <es204904...@gmail.com <mailto:es204904...@gmail.com>>An extract of "Rework: Change the way you work forever" <http://sharkinfestedcustard.files.wordpress.com/2011/10/rework-jason-fried.pdf>:* ** * *Throw less at the problem* Watch chef Gordon Ramsay's Kitchen Nightmares and you'll see a pattern. The menus at failing restaurants offer too many dishes. The owners think making every dish under the sun will broaden the appeal of the restaurant. Instead it makes for crappy food (and creates inventory headaches). That's why Ramsay's first step is nearly always to trim the menu, usually from thirty-plus dishes to around ten. Think about that. Improving the current menu doesn't come first. Trimming it down comes first. Then he polishes what's left. When things aren't working, the natural inclination is to throw more at the problem. More people, time, and money. All that ends up doing is making the problem bigger. The right way to go is the opposite direction: Cut back. So do less. Your project won't suffer nearly as much as you fear. In fact, there's agood chance it'll end up even better. You'll be forced to make tough calls and sort out what truly matters. If you start pushing back deadlines and increasing your budget, you'll never stop. *Embrace constraints* "I don't have enough time/money/people/experience." Stop whining. Less is a good thing. Constraints are advantages in disguise. Limited resources force you to make do with what you've got. There's no room for waste. And that forces you to be creative. Ever seen the weapons prisoners make out of soap or a spoon? They make do with what they've got. Now we're not saying you should go out and shank somebody--but get creative and you'll be amazed at what you can make with just a little. Writers use constraints to force creativity all the time. Shakespeare reveled in the limitations of sonnets (fourteen-line lyric poems in iambic pentameter with a specific rhyme scheme). Haiku and limericks also have strict rules that lead to creative results. Writers like Ernest Hemingway and Raymond Carver found that forcing themselves to use simple, clear language helped them deliver maximum impact. The Price Is Right, the longest-running game show in history, is also a great example of creativity born from embracing constraints. The show has more than a hundred games, and each one is based on the question "How much does this item cost?" That simple formula has attracted fans for more than thirty years. Southwest--unlike most other airlines, which fly multiple aircraft models--flies only Boeing 737s. As a result, every Southwest pilot, flight attendant, and ground-crew member can work any flight. Plus, all of Southwest's parts fit all of its planes. All that means lower costs and a business that's easier to run. They made it easy on themselves. When we were building Basecamp, we had plenty of limitations. We had a design firm to run with existing client work, a seven-hour time difference between principals (David was doing the programming in Denmark, the rest of us were in the States), a small team, and no outside funding. These constraints forced us to keep the product simple. These days, we have more resources and people, but we still force constraints. We make sure to have only one or two people working on a product at a time. And we always keep features to a minimum. Boxing ourselves in this way prevents us from creating bloated products. So before you sing the "not enough" blues, see how far you can get with what you have. *Start at the epicenter* When you start anything new, there are forces pulling you in a variety of directions. There's the stuff you could do, the stuff you want to do, and the stuff you have to do. The stuff you have to do is where you should begin. Start at the epicenter. For example, if you're opening a hot dog stand, you could worry about the condiments, the cart, the name, the decoration. But the first thing you should worry about is the hot dog. The hot dogs are the epicenter. Everything else is secondary. The way to find the epicenter is to ask yourself this question: "If I took this away, would what I'm selling still exist?" A hot dog stand isn't a hot dog stand without the hot dogs. You can take away the onions, the relish, the mustard, etc. Some people may notlike your toppings-less dogs, but you'd still have a hot dog stand. But you simply cannot have a hot dog stand without any hot dogs. So figure out your epicenter. Which part of your equation can't be removed? If you can continue to get by without this thing or that thing, then those things aren't the epicenter. When you find it, you'll know. Then focus all your energy on making it the best it can be. Everything else you do depends on that foundation. *Build half a product, not a half-assed product* You can turn a bunch of great ideas into a crappy product real fast by trying to do them all at once. You just can't do everything you want to do and do it well. You have limited time, resources, ability, and focus. It's hard enough to do one thing right. Trying to do ten things well at the same time? Forget about it. So sacrifice some of your darlings for the greater good. Cut your ambition in half. You're better off with a kick-ass half than a half-assed whole. Most of your great ideas won't seem all that great once you get some perspective, anyway. And if they truly are that fantastic, you can always do them later. Lots of things get better as they get shorter. Directors cut good scenes to make a great movie. Musicians drop good tracks to make a great album. Writers eliminate good pages to make a great book. We cut this book in half between the next-to-last and finaldrafts. From 57,000 words to about 27,000 words. Trust us, it's better for it. So start chopping. Getting to great starts by cutting out stuff that's merely good. *Focus on what won't change* A lot of companies focus on the next big thing. They latch on to what's hot and new. They follow the latest trends and technology. That's a fool's path. You start focusing on fashion instead of substance. You start paying attention to things that are constantly changing instead of things that last. The core of your business should be built around things that won't change. Things that people are going to want today and ten years from now. Those are the things you should invest in. Amazon.com focuses on fast (or free) shipping, great selection, friendly returnpolicies, and affordable prices. These things will always be in high demand. Japanese automakers also focus on core principles that don't change: reliability, affordability, and practicality. People wanted those things thirty years ago, they want them today, and they'll want them thirty years from now. For 37signals, things like speed, simplicity, ease of use, and clarity are our focus. Those are timeless desires. People aren't going to wake up in ten years and say, "Man, I wish software was harder to use." They won't say, "I wish this application was slower." Remember, fashion fades away. When you focus on permanent features, you're in bed with things that never go out of style. If you found this interesting, perhaps you shall want to have a look at the book. Thank you. El 31/10/13 13:53, Ali Linx (amjjawad) escribió:Hi, Help is needed and highly appreciated :) Thanks! *---------- Forwarded message ----------* From: Ali Linx (amjjawad) <amjja...@gmail.com <mailto:amjja...@gmail.com>> Date: Sat, Oct 26, 2013 at 10:40 AM *Subject: [ATTENTION] LTS Release - Urgent Need for More People* To: ubuntu-gnome <ubuntu-gn...@lists.ubuntu.com <mailto:ubuntu-gn...@lists.ubuntu.com>> Hello Everyone, As you may know, 14.04 Cycle is an LTS (Long Term Support) Cycle. Having that said, Ubuntu and most of the official flavours will have LTS Release. For the moment, the lack of Manpower could keep us away from having an LTS Release. However, after a discussion with our Developers, we'd like to announce the urgent need for these roles: 1- Someone with Bug Control to 'Actively Commit' to triaging Ubuntu GNOME bugs. 2- Couple of people helping out with 'Bug Fixing'. 3- People to help with 'Packaging' on the PPA's PLEASE NOTE: We are looking for people with experience and skills! We NEED people to commit for 3-5 years support and not just join for few months then leave. NO PROMISES to be made but we would be comfortable enough to submit an application to the Technical Board in order to have an LTS Release when we will have volunteers who can actively contribute and help us. If you have the required experience and skills or if you know someone who has, please let us know :) Thank you! *Please, FEEL FREE to share this email and spread the word. *-- Remember: "All of us are smarter than any one of us."Best Regards, amjjawad <https://wiki.ubuntu.com/amjjawad> Areas of Involvement <https://wiki.ubuntu.com/amjjawad/AreasOfInvolvement> My Projects <https://wiki.ubuntu.com/amjjawad/Projects>-- Ubuntu-quality mailing list ubuntu-qual...@lists.ubuntu.com <mailto:ubuntu-qual...@lists.ubuntu.com> Modify settings or unsubscribe at: https://lists.ubuntu.com/mailman/listinfo/ubuntu-quality Wow, thank you for sharing Alberto! I'd like to add my 2 cents, quoted from John Maeda's Laws of Simplicity: TEN LAWS 1 reduce The simplest way to achieve simplicity is through thoughtful reduction. 2 organize 3 time Organization makes a system of many appear fewer. Savings in time feel like simplicity. 4 learn Knowledge makes everything simpler. 5 diΩerences Simplicity and complexity need each other.6 context What lies in the periphery of simplicity is definitely not peripheral.7 emotion More emotions are better than less. 8 trust In simplicity we trust. 9 failure10 the one Some things can never be made simple. Simplicity is about subtracting the obvious, and adding the meaningful.THREE KEYS 1 away More appears like less by simply moving it far, far away. 2 open Openness simplifies complexity. 3 power Use less, gain more. TED video: http://www.ted.com/talks/john_maeda_on_the_simple_life.html Book: ( you may find it in other places...) http://www.scan-shipping.com/template/scanship_ru/uploads/files/260_maedalawsofsimplicity.pdf Best regards, Iberê
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