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vendredi 31 octobre 2014
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Show Your Work: Demonstrating Progress on Your Projects
I’ve been thinking a lot lately about how actual progress on a project doesn’t always match the impression of progress—sometimes a lot of code has changed but nothing looks very different, while other times a small change in code gives the sense that the whole project has moved leaps and bounds.
This came up recently because of how my team had been prioritizing bug fixes on a responsive redesign project. Our normal process is that after sharing an early version of a responsive prototype with the client or internal stakeholder, we create a ton of bug reports (GitHub issues, in our case) that act as to-dos as we move through the project. Depending on the project, the issues are usually grouped by content type (“all the variations of portfolio styles”) or by section (“all the sidebars”). The highest priority issues are any that block other people from doing their work, and after that, order of fixing is largely left to the discretion of the developer.
On this particular project, lots of fixes were being committed and pushed out to the development site, but when I reloaded the pages nothing looked very different. Two weeks passed and everything still looked pretty much the same. I knew work was being done, but I couldn’t see where.
Finally, exasperated at what seemed like a lack of progress, I asked the team why they hadn’t fixed what felt like a huge, obvious bug to me: images were being scaled to larger than their actual image size at some breakpoints and looked pixelated and crappy. “Oh,” one developer said, “that’s a popcorn task: super easy and fast, and I like to leave those fixes to the end. I start with the complicated issues first so I have the most time to work on them.” Another developer explained that the display bugs in the header and main navigation weren’t slated to be addressed until she had finished styling the news archives.
When it comes to front-end development, many of the trickiest issues are subtle—the way a table resizes at a middle breakpoint, or line heights adjust as the viewport size changes. On this site, the glaring issues that were clearest to a non-developer—the ratio of column widths, wonky margins, and broken images—kept getting shoved to the back of the queue, where it looked to me (and our client) like no one was paying attention to them. And of course an ugly and broken header is going to stay that way as long as the team is focused on styling the news section instead.
For the next few weeks of the project, we tried something new and tagged some of the issues as “visually important.” Those issues got addressed early even if they were simple or not part of the section in focus, based on our judgment that fixing them would add to the impression of progress on the development site. Each week when I reviewed the site, I saw headers now properly aligned, new snazzy CSS transitions, and trendy border-radiused circular profile images.
By the end of the phase, we had fixed all the same bugs that we normally would have. But by strategically addressing the visually obvious issues, we created an external sense of progress for our stakeholders that was a more accurate reflection of the amount of work going into the code.
Iteration is a hot topic right now, and many of us are moving toward sharing earlier and messier versions of a site with our stakeholders. We put a lot of care and attention on crafting a great user experience, but the end user isn’t the only one who needs to be pleased with the site. It’s worth adjusting the processes around how we present and work with rough prototypes in a way that provides a good client experience as well.
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jeudi 30 octobre 2014
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mercredi 29 octobre 2014
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mardi 28 octobre 2014
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This week's sponsor: Hack Reactor
Thanks to Hack Reactor for sponsoring A List Apart this week. Hack Reactor is currently accepting applications for its 12-week, immersive online coding school, Remote Beta. Apply today.
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lundi 27 octobre 2014
Google Updates Webmaster Guidelines: Crawling Page Assets May Help SEO
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The Couch Cone of Silence
This is Geek Mental Help Week. We’re participating because we want to make it safer for people in our industry to talk about mental health. Join in or follow along at @geekmentalhelp and #geekmentalhelp.
About five years ago, I bought a cushy couch for my office. (Okay, yes, I did get the model that could flatten into an emergency nap station, but let’s just say that I plan for contingencies—it sounds more professional that way.) Our projects required a lot of office-to-office visiting to discuss situations in person, and eventually, said couch (and therefore, my office) became a veritable beacon, attracting anyone looking for an excuse to decompress. Such is the life of a one-couch, 50-chair business.
Project chats could turn quickly into personal deep dives. I learned which to expect by the way people knocked on my door and asked if I was busy. The biggest tip-off was closing of the door as they came in.
Most people just wanted someone to listen. I’d hear grumblings about managers and stress, and sometimes they’d ask for advice. But gradually, I sometimes also heard about anxiety, depression, emotional baggage, counseling, complicated diagnoses, and the merits of medications. Finding out what people were dealing with often left me with absolutely no idea what to say. I’m no therapist.
How was I supposed to respond? Labeling something a “mental health issue” makes it feel amorphous and scary—unknown, subjective territory that’s best left to professionals. But mental health is not a Boolean value; it’s a spectrum we’re all on, and one that’s always fluctuating, though we may define those fluctuations with other names. Some conditions are temporary, some are precipitated by events, some are genetic, and some can be caused by medications taken for innocuous, unrelated reasons. We are complex adaptive systems affected by situations, and no one is on the forever side of “not mentally ill.” In light of that, there is nothing to hide or be ashamed of. No one should feel alone. When our friends and colleagues are struggling, we don’t have to be a professional to help them fight that fight.
It’s very natural to just jump in, but it’s very, very important to first learn about what is going on under the surface and behind the scenes. Internal struggles aren’t easy to see, mental health-related or not. I have a couple of extroverted, life-of-the-party friends who battle major depression, and even overcompensate for it because they are expected to be “the fun ones.” It must be exhausting. Like many, many conditions, depression doesn’t affect everyone in the same way—it isn’t defined so simply as “noticeably sad and constantly crying.” The signs and symptoms vary because the condition (whether temporary or congenital) is just an overlay, a layer, a facet. It doesn’t define the person. In other words, “you’re still you.”
Like my friends, people can do a great job at hiding the dark sides of their struggles. Maybe a coworker is 15-20 minutes late to work every day, but it’s a win for them to be there at all. It took three hours for them to gear up the physical energy to simply get dressed, and everything else they’ve got in the tank to make it home later. Or how about the calmest, most mellow person at the office? Perhaps they’re riding a roller coaster without a seatbelt, experiencing states that take them from happy, energized, and on top of the world to despair and crushing loss in a moment. They’re very aware that they aren’t really feeling those things, yet that’s what they’re feeling. And all because their head is trying to keep standard chemicals in the brain perfectly balanced, only theirs slightly over- and under-calibrates.
Little do you know, they’re making impossible choices—like deciding whether to handle their condition through sheer grit or to take a medication that dulls their symptoms, yet affects acuity as the dosage increases. It might even make them seem glazed over and stoned to someone who didn’t know any better. How do you choose between your health and your job?
It’s also important to mention that many mental health conditions affect quality of life so significantly that they are classified as disabilities—legally afforded accommodations and protections against discrimination. In reality, disclosing disabilities can be devastating to a career. Even advocates at disability services groups cautiously discuss the potential ramifications of sharing with HR, managers, and coworkers. An employee might just as soon be told to “suck it up,” passed over for promotion, not hired in the first place, or shifted slowly to the door, as have the chance of being granted accommodations that would greatly ease their ability to earn a living. But that’s daily life for some: hacking away at an impossible server issue while exploding inside from anxiety, or somehow channeling creative energy into design work when there’s a pull to just end things. It takes guts to go to work every day.
When someone bravely opens up about their lives, they aren’t in search of platitudes, yet we tend to lean on what we’ve seen modeled. That might mean grasping beyond the realm of real experiences. With rare exceptions, movies, TV, and books love to present the extremes—stereotypes for the sake of plot. They treat mental health issues like comic relief, reasons the “heros” of the story should be afraid or on guard, or treat others with pity bordering on condescension. This is disrespectful, ill-informed, and only serves to miseducate on a mass scale, leaving stereotypes and stigma to go hand-in-hand. We’re better than that.
So, how do we respond to and support others in the most respectful and honorable way possible?
Specifically ask how they would like for you to be there and support them. They might just want an open door or someone to have lunch with sometimes. Don’t assume they’re expecting a rescuer or someone to fix things. In this moment, they are just opening up and talking as a means of easing the weight that’s on their shoulders.
Do be a friend who “checks in.” Show that you’re around—you don’t have to talk long, just don’t “disappear” on them.
Do talk about other things, but don’t not talk about the condition, either. They probably don’t want to talk about it all the time, and would love to have a distraction, but it’s also good to ask them about what they’re going through, and for them to explain more about it and suggest good, accurate resources to read.
Don’t assume they’ve forgotten the internet exists. They have likely already been online and investigated the symptoms or condition thoroughly. Think twice before sending them reading materials and links to websites, blogs, forums, or articles, especially those written by others with similar issues. This implies they haven’t thought to look themselves, and there’s a chance that content written by those in worse situations can bring them down and play on fears that things can’t get better. While you’re at it, don’t suggest (or base suggestions for treatment on) movies, TV shows, or books because a character seems to have similar issues.
Don’t say things like, “Can’t you take a pill for that?” It not only diminishes the issue by implying that medication is some sort of cure-all (which it isn’t), someone may not even need medication, may be sensitive to it, already be on some, or have tried many already without finding ones that help. They might even have personal reasons not to take it.
Don’t think they’ve never heard about counseling or treatment. It can be very helpful to talk to a professional, but it is ultimately a personal choice to decide when the time is right to do so, and whom to see.
If they’re an employee, ask what sort of accommodations would help them at work. A willingness to make accommodations and support them is huge, even if they choose not to ask for those accommodations in the end, or they suggest agreeable compromises. Ask what would be best for the particular person, such as if remote work might help or be too isolating, or if a flexible schedule would be best.
One of my personal tenets is this: make time for people. Rejection is subtly transmitted in enumerable ways, so be mindful and learn to listen. We don’t have to know what to do, just know how to be there and how to go about it, whether it’s an afternoon coffee run together, a ready couch, or just letting others know they’re worthwhile.
In our industry in particular, part of our very job is to consider people, their lives, their needs, and how to optimize everything around personal experiences so that no one is left feeling excluded or forgotten. Accessibility and inclusion stand for more than what we craft on a bright screen someplace.
Note: only a trained mental health professional is qualified to make a diagnosis. If you’re coping with personal struggles, know that you have lots of people out there to support you. Reach out to find them, and don’t give up.
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Making Your Small Website Outrank the Big Companies
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dimanche 26 octobre 2014
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samedi 25 octobre 2014
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vendredi 24 octobre 2014
Facebook Launches "Rooms," Allowing Anonymous Identity
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Beyond You
In client work, it’s our responsibility to ensure that our work lives beyond ourselves. Sometimes that means making sure the CMS can handle clients’ ever-changing business needs, or making sure it continually teaches its users. For clients with an internal development team that will be taking over after you, it means making sure the design system you create is flexible enough to handle changes, yet rigid enough to maintain consistency.
Making your work live beyond you starts by changing your approach to design and development. Rather than defining and building a certain set of pages, focus on building an extensible design system of styles, modules, and page types.
Clients can use the system like LEGO bricks, by taking apart and rearranging modules in new and different ways. The key to a successful system is keeping that modularity in mind while going through design, front-end, and backend development. Every piece you build should be self-contained and reusable.
But a system like that only survives by educating your clients on how to use, maintain, and update it. Show how the components function, independently and together. Document and teach everything you can in whatever way works best—writing, screencasting, or in-person training sessions.
The most common mistake made in this process—and I’ve made it plenty of times before—is stopping at education. Building and teaching a modular system is a great start, but success hinges on your clients being able to use it entirely on their own.
In order for that to be the case, there is an important role reversal that must happen: the client team must become the doer, and you become the feedback-provider. That may sound weird, but think about how the design process normally goes. Say the client gives feedback on a checkout form—the functionality needs to be tweaked a bit to match their business operations. You take that feedback, design a solution, and present it back to them.
Instead, after this role reversal, the client team identifies the change that needs to be made, they use their knowledge of the system to make it, and you provide feedback on their implementation. That process gives their team a chance to work with your system while you’re still involved, and it lets you ensure that things are being used the way you intended.
So if you’re on the agency side like I am, remember that it’s your responsibility to make your work live on beyond your involvement. If you’re on the client side, hold your partner accountable for that. Ask all the necessary questions to really learn the system. Late in the project, ask how you can make changes, instead of letting the agency (or freelancer) make changes themselves. Force them to teach you how to care for what they’ve built, and everyone will be happier with, and more confident in, the result.
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jeudi 23 octobre 2014
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mercredi 22 octobre 2014
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Learning to Be Flexible
As a freelancer, I work in a lot of different code repos. Almost every team I work with has different ideas of how code should be organized, maintained, and structured.
Now, I’m not here to start a battle about tabs versus spaces or alphabetical order of CSS properties versus organizing in terms of concerns (positioning styles, then element layout styles, then whatever else), because I’m honestly not attached to any one system anymore. I used to be a one-tab kind of person, along with not really even thinking about the ordering of my properties, but slowly, over time, I’ve realized that most of that doesn’t really matter. In all the projects I’ve worked on, the code got written and the product or site worked for the users—which is really the most important thing. What gets me excited about projects now is the code, making something work, seeing it work across different devices, seeing people use something I built, not getting upset about how it’s written.
Since I went down the freelance route again earlier this year, I’m working with many different teams and they all have different standards for how their code should be written. What I really want to know when I start a project is what the standards are, so I can adhere to them. For many teams that means a quick look through their documentation (when they have it, it’s a dream come true—there are no questions and I can just get to work). For other teams, it means I ask a lot of questions after I’ve taken a look at the code to verify how they prefer how they prefer to do things.
Even more so than just thinking about how to write code, there’s the fact that I may be working in straight CSS, Sass, Stylus, Handlebars, plain old HTML, or Jade and I usually roll right along with that as well. Every team makes decisions that suit them and their way of working—I’m there to make life easier by coming in and helping them get a job done, not tell them their whole setup is wrong. The variety keeps me on my toes, but it also helps me remember that there isn’t just one way to do any of this.
What has this really done for me? I’ve started letting go of some things. I have opinions on how to structure and write CSS, but whether it’s written with a pre-processor or not, I don’t always care, and which pre-processor matters less to me as well. Any way you do it, you can get the job done. Choosing what works best for your team is what’s most important, not what anyone outside the team says is the “right” or “only” way to do something.
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Nishant Kothary on the Human Web: The Politics of Feedback
“Were you going for ‘not classy’? Because if you were, that’s cool. This isn’t classy like some of your other work,” said my wife, glancing at a long day’s work on my screen.
“Yep. That’s what I was going for!” I responded with forced cheer. I knew she was right, though, and that I’d be back to the drawing board the next morning.
This is a fairly typical exchange between us. We quit our jobs last year to bootstrap an app (for lack of a better word) that we’re designing and building ourselves. I’m the front-end guy, she’s the back-end girl. And currently, she’s the only user who gives me design feedback. Not because it’s hard to find people to give you feedback these days; we all know that’s hardly the case. She’s the only one providing feedback because I think that’s actually the right approach here.
I realize this flies in the face of conventional wisdom today, though. From VC’s and startup founders emphatically endorsing the idea that a successful entrepreneur is characterized by her willingness—scratch that: her obsession with seeking out feedback from anyone willing to give it, to a corporate culture around “constructive” feedback so pervasive that the seven perpendicular lines-drawing Expert can have us laughing and crying with recognition, we’ve come to begrudgingly accept that when it comes to feedback—the more, the merrier.
This conventional wisdom flies in the face of some opposing conventional wisdom, though, that’s best captured by the adage, “Too many cooks spoil the broth.” Or if you’d prefer a far more contemporary reference, look no further than Steve Jobs when he talked to Business Week about the iMac back in ’98: “For something this complicated, it’s really hard to design products by focus groups. A lot of times, people don’t know what they (customers) want until you show it to them.”
So which is it? Should we run out and get as much feedback as possible? Or should we create in a vacuum? As with most matters of conventional wisdom, the answer is: Yes.
In theory, neither camp is wrong. The ability to place your ego aside and calmly listen to someone tell you why the color scheme of your design or the architecture of your app is wrong is not just admirable and imitable, but extremely logical. Quite often, it’s exactly these interactions that help preempt disasters. On the flip side, there is too much self-evident wisdom in the notion that, borrowing words from Michael Harris, “Our ideas wilt when exposed to scrutiny too early.” Indeed, some of the most significant breakthroughs in the world can be traced back to the stubbornness of an individual who saw her vision through in solitude, and usually in opposition to contemporary opinion.
In practice, however, we can trace most of our failures to a blind affiliation to one of the two camps. In the real world, the more-the-merrier camp typically leaves us stumbling through a self-inflicted field of feedback landmines until we step on one that takes with it our sense of direction and, often more dramatically, our faith in humanity. The camp of shunners, on the other hand, leads us to fortify our worst decisions with flimsy rationales that inevitably cave in on us like a wall of desolate Zunes.
Over the years I’ve learned that we’re exceptionally poor at determining whether the task at hand calls for truly seeking feedback about our vision, or simply calls for managing the, pardon my French, politics of feedback: ensuring that stakeholders feel involved and represented fairly in the process. Ninety-nine out of a hundred times, it is the latter, but we approach it as the former. And, quite expectedly, ninety-nine out of a hundred times the consequences are catastrophic.
At the root of this miscalculation is our repugnance at the idea of politics. Our perception of politics in the office—that thing our oh-so-despicable middle managers mask using words like “trade-off,” “diplomacy,” “partnership,” “process,” “metrics,” “review” and our favorite, “collaboration”—tracks pretty closely to our perception of governmental politics: it’s a charade that people with no real skills use to oppress us. What we conveniently forget is that politics probably leads to the inclusion of our own voice in the first place.
We deceive ourselves into believing that our voice is the most important one. That the world would be better served if the voices of those incompetent, non-technical stakeholders were muted or at the very least, ignored. And while this is a perfectly fine conclusion in some cases, it’s far from true for a majority of them. But this fact usually escapes most of us, and we frequently find ourselves clumsily waging a tense war on our clients and stakeholders: a war that is for the greater good, and thus, a necessary evil, we argue. And the irony of finding ourselves hastily forgoing a politically-savvy, diplomatic design process in favor of more aggressive (or worse, passive-aggressive) tactics is lost on us thanks to our proficiency with what Ariely dubs the fudge factor in his book The (Honest) Truth About Dishonesty : “How can we secure the benefits of cheating and at the same time still view ourselves as honest, wonderful people? As long as we cheat by only a little bit, we can benefit from cheating and still view ourselves as marvelous human beings. This balancing act is the process of rationalization, and it is the basis of what we’ll call the fudge factor theory.”
Whether we like it or not, we’re all alike: we’re deeply political and our level of self-deception about our own political natures is really the only distinguishing factor between us.
And the worst part is that politics isn’t even a bad thing.
On the contrary, when you embrace it and do it right, politics is a win-win, with you delivering your best work, and your clients, stakeholders, and colleagues feeling a deep sense of accomplishment and satisfaction as well. It’s hard to find examples of these situations, and even harder to drive oneself to search for them over the noise of the two camps, but there are plenty out there if you keep your eyes open. One of my favorites, particularly because the scenarios are in the form of video and have to do with design and development, comes in the form of the hit HGTV show Property Brothers. Starring 6'4" identical twins Drew (the “business guy” realtor) and Jonathan (the “designer/developer” builder), every episode is a goldmine for learning the right way to make clients, stakeholders, and colleagues (first-time home owners) a part of the feedback loop for a project (remodeling a fixer-upper) without compromising on your value system.
Now, on the off-chance you are actually looking for someone to validate your vision—say you’re building a new product for a market that doesn’t exist or is already saturated, or if someone specifically hired you to run with a radical new concept of your own genius (hey, it can happen)—it’ll be a little trickier. You will need feedback, and it’ll have to be from someone who is attuned to the kind of abstract thinking that would let them imagine and navigate the alternate universe that is so vivid in your mind. If you are able to find such a person, paint them the best picture you can with whatever tools are at your disposal, leave your ego at the door, and pay close attention to what they say.
But bear in mind that if they are unable see your alternate universe, it’s hardly evidence that it’s just a pipe dream with no place in the real world. After all, at first not just the most abstract thinkers, but even the rest of us couldn’t imagine an alternate universe with the internet. Or the iPhone. Or Twitter. The list is endless.
For now, I’m exhilarated that there’s at least one person who sees mine. And I’d be a fool to ignore her feedback.
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Personalizing Git with Aliases
Part of getting comfortable with the command line is making it your own. Small customizations, shortcuts, and time saving techniques become second nature once you spend enough time fiddling around in your terminal. Since Git is my Version Control System of choice (due partially to its incredible popularity via GitHub), I like to spend lots of time optimizing my experience there.
Once you’ve become comfortable enough with Git to push, pull, add, and commit, and you feel like you’d like to pursue more, you can customize it to make it your own. A great way to start doing this is with aliases. Aliases can help you by providing shorthand commands so you can move faster and have to remember less of Git’s sometimes very murky UI. Luckily, Git makes itself easy to customize by setting global options in a file named .gitconfig in our home directory.
Quick note: for me, the home directory is /Users/jlembeck, you can get there on OSX or most any other Unix platform by typing cd ~ and hitting enter or return. On Windows, if you’re using Powershell, you can get there with the same command and if you’re not using Powershell, cd %userprofile% should do the trick.
Now, let’s take a look. First, open your .gitconfig file (from your home directory):
~/code/grunticon master* $ cd ~
~ $ open .gitconfig
You might see a file that looks similar to this:
[user]
name = Jeff Lembeck
email = your.email.address@host.com
[alias]
st = status
ci = commit
di = diff
co = checkout
amend = commit --amend
b = branch
Let’s look at the different lines and what they mean.
[user]
name = Jeff Lembeck
email = your.email.address@host.com
First up, the global user configuration. This is what Git references to say who you are when you make commits.
[alias]
st = status
ci = commit
di = diff
co = checkout
amend = commit --amend
b = branch
Following the user information is what we’re here for, aliases.
Any command given in that screen is prefaced with git. For example, git st is an alias for git status and git ci is git commit. This allows you to save a little time while you’re typing out commands. Soon, the muscle memory kicks in and git ci -m “Update version to 1.0.2” becomes your keystroke-saving go-to.
Ok, so aliases can be used to shorten commands you normally type and that’s nice, but a lot of people don’t really care about saving 10 keystrokes here and there. For them, I submit the use case of aliases for those ridiculous functions that you can never remember how to do. As an example, let’s make one for learning about a file that was deleted. I use this all of the time.
Now, to check the information on a deleted file, you can use git log --diff-filter=D -- path/to/file. Using this information I can create an alias.
d = log --diff-filter=D -- $1
Let’s break that down piece by piece.
This should look pretty familiar. It is almost the exact command from above, with a few changes. The first change you’ll notice is that it is missing git. Since we are in the context of git, it is assumed in the alias. Next, you’ll see a $1, this allows you to pass an argument into the alias command and it will be referenced there.
Now, with an example. git d lib/fileIDeleted.js. d is not a normal command in git, so git checks your config file for an alias. It finds one. It calls git log --diff-filter=D -- $1. And passes the argument lib/fileIDeleted.js into it. That will be the equivalent of calling git log --diff-filter=D -- lib/fileIDeleted.js.
Now you never have to remember how to do that again. Time to celebrate the time you saved that would normally be spent on Google trying to figure out how to even search for this. I suggest ice cream.
For further digging into this stuff: I got most of my ideas from Gary Bernhardt’s wonderful dotfiles repository. I strongly recommend checking out dotfiles repos to see what wild stuff you can do out there with your command line. Gary’s is an excellent resource and Mathias’s might be the most famous. To learn more about Git aliases from the source, check them out in the Git documentation.
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