Digital things look ‘finished’ too soon. When something is a work in progress on a wall, it looks unfinished, so you keep working on it. moving things around, reshaping things, connecting things, erasing things, and making them again. Walls make it easier to iterate. Iteration, in my opinion, is massively correlated with quality.
It’s possible to create components in a vacuum, but ultimately you have no idea whether or not those components can successfully address your user and business needs. I’ve witnessed firsthand several design system initiatives crash and burn due to components created in isolation.
Rachel follows up on my recent post about CSS grid in old IE with her thoughts.
As Jeremy notes, the usefulness of a tool like Autoprefixer is diminishing, which is a good thing. It is becoming far easier to code in a way that supports all browsers, where support means usable in an appropriate way for the technology the user has in front of them. Embrace that, and be glad for the fact that we can reduce complexity based on the increasing interoperability of CSS in our browsers.
I’ve thought often of how our design and prototyping tools for the web are often not of the web. Tools like Photoshop and Sketch and Invision create approximations but need to walk the line between being a tool to build native apps and to build web apps. They do well in their ability to quickly validate designs but do little to validate technical approach.
I really, really like the way that this straightforward accessibility guide is subdivided by discipline. As Maya wrote in the blog post announcing its launch:
Each person on a team, whether you’re a manager, designer, or developer, has a role to play. Your responsibilities are different depending on your role. So that’s how we structured the guide, with a separate section for each of five roles:
- Product management
- Content design
- UX design
- Visual design
- Front-end development
Rachel goes into detail on how she uses pattern libraries—built with Fractal to build interfaces. I know it sounds like we paid her to say all the nice things about Fractal, but honestly, we didn’t even know she was writing this article!
After discovering Fractal two years ago, we have moved every new project — large and small — into Fractal.
Mike talks about the pros and cons of working with companies at different stages of design maturity:
- design hostile,
- design ignorant,
- design agnostic,
- design interested, and
- design driven.
A walkthrough of the process of creating a futuristic interface with CSS (grid and animation).
While this is just one interpretation of what’s possible, I’m sure there are countless other innovative ideas that could be realized using the tools we have today.
- Know where you stand before starting the journey
- Make sure everyone is speaking the same language
- Integrate the right tools into your team’s workflow
This looks like a really good (and free!) online book all about design ops.
Six steps to kickstart a web performance culture:
- Your dev environment is not your user’s environment
- It’s better to learn the fundamentals than the library
- Get the time to experiment and validate
- Educate your colleagues
- Share and celebrate success (and failure) stories
- Make performance part of your workflow
The steps that the Canva team took to turbocharge their design ops.
I’ll talk about why creating a shared design system has boosted our organizational productivity—and how you can help your teams improve product quality while reducing your company’s ‘design debt’.
I’ve been enjoying the stories over on Upsideclown so it’s great to get a peak inside Matt’s writing brain here.
I also happen to really, really like his four stories:
I wouldn’t say I’m great at writing fiction. I find it tough. It is the easiest thing in the world for me to pick holes in what I’ve written. So instead, as an exercise—and as some personal positive reinforcement—I want to remind myself what I learnt writing each one, and also what I like.
I know that Jeffrey and I sound like old men yelling at kids to get off the lawn when we bemoan the fetishisation of complex tools and build processes, but Jeffrey gets to the heart of it here: it’s about appropriateness.
As a designer who used to love creating web experiences in code, I am baffled and numbed by the growing preference for complexity over simplicity. Complexity is good for convincing people they could not possibly do your job. Simplicity is good for everything else.
And not to sound like a broken record, but once again I’m reminded of the rule of least power.
Some ideas on the best of use of time in sprint zero of an agile project.
- Understand your context
- Identify risks
- Understand the business process
- Get testing infrastructure
- Understand quality attributes
- Get to know the people
- Prepare an initial product backlog
- Build a walking skeleton/spike
- Build a learning backlog
Agile itself provides us with the ability and opportunity to correct course, it allows us to steer, but it does nothing as such to help us steer correctly.
This observation about (some) agile projects is worryingly familiar:
I was suddenly seized by a horrible thought: what if this new-found agility was used, not teleologically to approach the right outcome over the course of a project, but simply to enshrine the right of middle management to change their minds, to provide a methodological license for arbitrary management? At least under a Waterfall regime they had to apologise when they departed from the plan. With Agile they are allowed, in principle, to make as many changes of direction as they like. But what if Agile was used merely as a license to justify keeping the team in the office night after night in a never-ending saga of rapidly accumulating requirements and dizzying changes of direction? And what if the talk of developer ‘agility’ was just a way of softening up developers for a life of methodologically sanctioned pliability? In short, what if Agile turned out to be worse than Waterfall?
Susan writes about the challenges when trying to get widespread adoption of a design system. Spoiler: the challenges aren’t technical.
Change is hard. Communication and collaboration are absolutely necessary to make a system work. And the more people you can get involved from various disciplines the better chance you have of maintaining your system.
Amber gave a lightning talk about pair programming at the Beyond Tellerrand Düsseldorf side event. Here is the transcript of that presentation.
The fact that everyone has different personalities, means pairing with others shouldn’t be forced upon anyone, and even if people do pair, there is no set time limit or a set way to do so.
So, there’s no roadmap. There’s no step-by-step guide in a readme file to successfully install pair programming
Following on from Ben’s post, this is also giving me the warm fuzzies.
I, in no uncertain terms, have become a better designer thanks to the people I’ve had the pleasure of working alongside at Clearleft. I’ll forever be thankful of my time there, and to the people who helped me become better.
During the Industrial Revolution, as new machines were invented to increase output, business owners often dreamed of an entirely automated workforce—of a factory without workers. I assume their workers had different dreams.
Ethan thinks through the ethical implications of increasing automation and efficiency über alles:
I can’t stop thinking about how much automation has changed our industry already. And I know the rate of automation is only going to accelerate from here.
At the very least, maybe it’s worth asking ourselves what might happen next.