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Re: [agile-usability] Re: New Member Introduction - Jim Jarrett, Usability Manager, Rockwell Automatio

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  • Adrian Howard
    On 22 Oct 2007, at 15:43, William Pietri wrote: [snip] ... [snip] Yup. ... I agree. I find some things people put in the UX domain clearly live in the Customer
    Message 1 of 176 , Oct 23 4:11 AM
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      On 22 Oct 2007, at 15:43, William Pietri wrote:
      > Are you guys familiar with Jesse James Garrett's "The Elements of User
      > Experience"?
      > http://jjg.net/elements/pdf/elements.pdf


      > In my view, the higher up the stack you go (and the closer to the
      > user),
      > the more that tends to be the responsibility of the developers. At
      > least
      > as a default. Sometimes you'll have an XP Customer who happens to
      > have a
      > great visual sense or a background in UI design, for example.

      I agree. I find some things people put in the UX domain clearly live
      in the Customer camp. Some (to me) clearly belong in the Developer
      camp. With a big fat chunk of fuzzy stuff in the middle.

      > Regardless, we're building one product, so we need to be one team.
      > Sometimes the question of ownership of X or Y can have too much weight
      > put on it.

      Yes. Something I've noticed recently is that the best Customers (IMHO
      anyway :-) act less like "the person who makes the business
      decisions" and more like "the generalising specialist who happens to
      specialise in business decisions". Rather than making every business
      decision, they educate and lead the team into making the right
      decisions and knowing when to ask the expert.

      Less a different kind of thing, more just another member of the team.

    • Scott Preece
      Hi, I think it s more about not squashing joy than about encouraging it. Most of us take a lot of pleasure in doing this software thing, and many look for
      Message 176 of 176 , Dec 1, 2007
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        I think it's more about not squashing joy than about encouraging it. Most of us take a lot of pleasure in doing this software thing, and many look for jobs that let them extend that pleasure by advancing efforts that interest them in one way or another. I suspect there may be some really effective leaders who can actually build an additional sense of joy around project accomplishments in their teams, but I think that's stretching it and that much of the potential for joy of work is personal and internal. It's more about enabling and not disabling joy than about creating it.

        Organizations, managers, process designers, and everyone else involved have infinite opportunities to make life miserable, so not killing joy is clearly a good thing to encourage. I'm just not sure how to state this in the form of the Manifesto's values statements. We value Joy over what? Most of the obvious choices, like regimentation, professionalism, achievement, speed, order, are either things that organizations would stoutly deny encouraging (like regimentation) or are things aren't inherently anti-joy (like professionalism). Does any organization consciously promote misery in its staff?

        Maybe it's best to assume that valuing joy is part of valuing people?


        ----- Original Message ----

        From: Ron Jeffries <ronjeffries@...>

        To: agile-usability@yahoogroups.com

        Sent: Saturday, December 1, 2007 4:31:23 AM

        Subject: Re: [agile-usability] Joy in work [was: interminable]

        Hello, Brian. On Sunday, November 11, 2007, at 2:34:38 PM, you


        > In fact, I'd go further. I claim that an error of the original

        > manifesto was that it left some values out that, as it happens,

        > should have been explicit. One of those is that work should be

        > joyful. Back in the first half of this decade, people on teams used

        > to tell me, "This is the best project I've ever worked on!" I'm

        > unhappy that what I hear today is more "my job doesn't suck as much

        > as it used to". We've let joy in work slip away in our effort to

        > appeal to more people.

        This is a tough one, for sure. I have guided my work life in large

        part from a joy focus, or at least by noticing, sometimes later than

        I should, that joy was absent, and moving to a place in the currents

        where more joy comes floating by. I would hope that everyone can

        find joy in what they do, though it seems to me that many never do.

        Despite the truth of the notion, it seems unlikely to "sell" to

        business people. This means that it will be "good business" for

        Agilist business people to downplay this and other humanistic

        values, so as to appeal to "hard-nosed" business people.

        I think that what might work in that regard is to find, describe,

        ultimately "prove" that working in ways that give more joy also

        gives better business results. This means that the "ways" in

        question have to be things to do that are not so much like "follow

        your bliss" and a lot like "make sure your people take the time to

        write unit tests because your product will reach an acceptable level

        of quality faster." This would need to be true, of course, and in

        fact I think it is. Then it needs to turn out that having and taking

        the time to write the tests provides an increment of joy to the

        programmers, which certainly can be the case.

        In any case ... it just seems darned hard to address these things,

        and it really could get in the way of at least some people's

        business focus on selling Agile. I'm very interested and not very

        certain what ought to be done.

        Lead us ...

        Ron Jeffries

        www.XProgramming. com

        I know we always like to say it'll be easier to do it now than it

        will be to do it later. Not likely. I plan to be smarter later than

        I am now, so I think it'll be just as easy later, maybe even easier.

        Why pay now when we can pay later?

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