Robby on Rails

Our team has slowly been transitioning from IRC to Campfire (iPhone interface helped with this decision) for internal team discussions. Earlier today, I decided to setup Campfire to connect to Growl. There are a few scripts to do this, but I figured that I’d consolidate the steps here for my teammates and share with everyone else in the process.

Step 1: Get stuff installed

You’ll need to install the following programs on OSX.

• Growl (install and run it)
• Fluid.app (run a web site in it’s own desktop app)
  • Follow instructions on their homepage (requires restart of Safari)

Step 2: Setup Campfire

Once you have everything installed, you can go ahead and create your Campfire Fluid application. You’ll need to provide your Campfire URL and a name for the application.

Once you get it running, you should be able to run your Campfire application in it’s own window.

Step 3: Install the Campfire Growl script for GreaseKit

Next, you’ll want to install this script, created by Tim Harper, on userscripts.org within your Campfire Fluid.app instance.

Under the Userscripts menu, you’ll see: Browse Userscripts.org.

Find your way to the script (search for: “Campfire Growl”) to find and install the script.

Once it installs, you’ll then need to activate it in the Fluid applications management interface. Within Campfire application, go to Userscripts > Manage Userscripts.

Then activate it like so:

..and that’s it! When you’re not focused on Campfire… you should see Growl notifications when other people are talking in the active room.

Since understanding the context is so important when designing interfaces, I wanted to point out one of those things that caused me to shake my head at.

When logging into our Basecamp account this afternoon (via openid)... I was presented the following helpful notice.

What’s amusing in this scenario… is that I’m sure that Basecamp knows that I’m logged in via openid and it is, in fact, displaying the OpenBar across the top of the page. Yet, it’s making this helpful recommendation that I’m obviously already aware of.

What harm is there? Well, in this scenario, I caught it and thought, “wow, this isn’t helpful or informative.” Over time, it’s these short-lived experiences that affect our overall perceptions of the product.

When we’re designing and developing applications, we must be very consistent with how we communicate with our audience. We don’t need to provide them information that isn’t relevant to them.

I’m not picking on Basecamp here, I’m sure that they have great intentions with this, but as a developer, I know that it doesn’t take a whole lot of extra work to avoid small problems like this, which could lead your people to feel like you’re not being respectful of their time.

Saving customers 15-30 seconds is something that we can quantify.

• 100 customers = 25-50 minutes
• 1,000 customers = ~4-8 hours
• 10,000 customers = 40-80 hours
• etc…

Just a little reminder that it’s easy for us to overlook things like that can make a difference.

I’m currently reading To Engineer is Human, by Henry Petroski and found the following applicable to software development and managing client and customer expectations.

“As much as it is human to make mistakes, it is also human to want to avoid them. Murphy’s Law, holding that anything that can go wrong will, is not a law of nature but a joke. All the light bulbs that last until we tire of the lamp, all the shoelaces that outlast their shoes, all the automobiles that give trouble-free service until they are traded in have the last laugh on Murphy. Just as he will not outlive his law, so nothing manufactured can be or is expected to last forever. Once we recognize this elementary fact, the possibility of a machine or a building being as near to perfect for its designed lifetime as its creators may strive to be for theirs is not only a realistic goal but also a reasonable expectation for consumers. It is only when we set ourselves such an unrealistic goal as buying a shoelace that will never break, inventing a perpetual motion machine, or building a vehicle that will never break down that we appear to be fools and not rational beings.”

I’m sure that most of us are guilty of having high expectations for products that we purchased. (why does my ipod screen scratch so easily when in my pocket?) We also set high expectations for the code that we develop, which is why we (hopefully) continue to refine our process. We’re bound to time and budget constraints, which often prevent us from testing every imaginable edge case. Given our constraints, problems are almost always going to arise. It’s no wonder that we see Test-Driven Development as an important part of a healthy development process. We want to catch our failures as early as possible.

Our clients often have high expectations and it’s almost always very reasonable. That’s not to say that some clients will not have highly irrational expectations. It’s our job to manage these expectations as best as possible.

Do we mislead our clients by convincing them that our TDD/BDD process is going to prevent any bugs from creeping from the woodwork after the development cycle is finished?

“I thought that we paid you to fully test the code?”

Really… is that even possible? Can we predict (and test) every possible interaction within an application? Highly unlikely.

What we can do is plan for and embrace failure. We can help our clients understand that almost every application needs to be maintained after it’s initial development cycle. Bugs are inevitable and there needs to be a clear process for handling them.

Perhaps I’m abusing the bug fixing process by calling it a failure… but I’ve also found that yes… many bugs are due to failure. Whether that be a failure to specify application behavior, a failure to understand the project goals, a failure in communication, ...or maybe a failure in our software architecture. We’re constantly failing.. and it’s okay!

IT’S OKAY TO FAIL! (some of the time…)

“No one wants to learn by mistakes, but we cannot learn enough from successes to go beyond the state of the art. Contrary to their popular characterization as intellectual conservatives, engineers are really among the avant-garde. They are constantly seeking to employ new concepts to reduce the weigh and thus the cost of their structures, and they are constantly striving to do more with less so the resulting structure represents an efficient use of materials. The engineer always believes he is trying something without error, but the truth of the matter is that each new structure can be a new trial. In the meantime the layman, whose spokesman is often a poet or writer, can be threatened by both the failures and the successes. Such is the nature not only of science and engineering, but of all human endeavors.”

As we’re creating these virtual structures… are we really taking the time to reflect on our failures? This is why some teams adopt practices like iteration retrospectives and post-mortems.

I’ll end this with a few questions, which I hope that you’ll share your experiences about…

• In what ways is your team embracing the failures of your development projects?
• How do you help manage your clients expectations… so that they too can plan for and embrace failure? Isn’t their new business venture on the web… likely to experience some failure?

We have so much to learn…

InformationWeek has a short story titled, Poor Communications, Unrealistic Scheduling Lead To IT Project Failure.

“Communications failures top the list of reasons IT projects fail, according to poll results from the Computing Technology Industry Association.

About 28% of 1,000 respondents identified poor communications as the main cause of project failure, according to CompTIA, which offers project management training.”

So, while we’re all spending so much of our time focused on improving our technical skills, are we also investing our time into becoming communication superstars?

If you look back at the following posts, you’ll see some links to some excellent books on this topic.

• Project Enlightenment with d3
• The Technology of Dialogue
• Those that Tend the Store need Dialogue

It appears that Seth Godin is catching on to the concept of Dialogue.

Seth writes, “Some organizations are good at listening. Some are good at talking. A few are even good at both.”

I’ve been spending a lot of time thinking about how I listen to clients, employees, friends, and family. All of our relationships are a series of conversations. Sometimes we can have healthy dialogue, sometimes we just fall victim to debate. (see Dialogue vs Debate)

If you’re really interested in Dialogue, I’d encourage you to review the technology of Dialogue... and check out the Dialogue-Driven Development project and introduce yourself.

While reviewing some articles related to small business management, I came across the following post… titled, Note From Boss to Employees, by Michael Wade. As a young business owner, who only 16 months ago was working in his attic… to now trying to figure out how to run a company with over ten employees (and growing), posts like this remind me that we all have so much to learn. :-)

Here are a few that I appreciated…

“I may not have been given a huge amount of training before being named to a supervisory position. As a result, I’ve had to learn through trial and error. That’s not always bad. Many of my responsibilities can only be learned through practice.”

Yep… that’s me! The only difference is that I promoted myself instead of being promoted by someone else. I’m still not sure what I got myself into sometimes. ;-)

“I will make mistakes. Please give me the same understanding that you’d like me to give you when you blunder.”

This reminded me of a blog post from last year, titled, Avoiding the most common software development goofs, which points out that things like ignorance and stress are often to blame for mistakes in development. I feel like these are reasons for goofs in just about any environment, especially business. Let’s face it. We’re not perfect and we’re going to make a lot of mistakes. Once we’ve agreed on this, let’s take the next step and see what happens.

“If I do something dumb or am on the verge of doing so, please tell me. Don’t hint. Tell me.”

Perhaps this is a common problem for most small business owners. Are employees afraid to tell me that I’m doing something dumb?

“If either of us has a problem with the other’s performance, let’s talk about it.”

As they say, real friends will be honest with you about your faults. Not because they want to make you look bad, but because they care.

Each of the points that I have listed here are pointing to is… healthier Dialogue, which is always a challenge to accomplish… in any relationship… whether with clients, coworkers, bosses, or employees.

I’d like to add a few to this list.

• It’s easier to ask for forgiveness, than to ask for permission.
• I’m still trying to get the hang of this GTD stuff, so.. you might remind me if I forgot something.
• Ask yourself on a regular basis, “Am I having fun?” If not, make time for some.
• Please make fun of the boss! :-)