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Daniel Markham
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Features are not the sole driver of product value. “Quality” almost never comes from new capabilities — usually adding stuff makes things worse for a time. It comes from the quiet work of tending the garden. 2/10
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In the rush to find PMF of course you’re going to build like crazy — you’ve got to cram as many ideas into the product as you can to see what plays. If you’re lucky you have the time to evaluate what’s working as you go. 3/10
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From PMF onward the drive to add more will never stop. Users have new needs and your product teams have awesome ideas. You fall in love, and you want to give those users everything, you want to support every amazing opportunity your teams can dream up. 4/10
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Gravity will always pull you toward building more. And keep building it fast, of course. Don’t worry, we’ll come back and refactor later. You won’t though — unless you treat code quality and design investment as essential to the success of your product. 5/10
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It’s fucking hard. No prospect tells you they’d buy your product if only you’d complete that JS to Typescript conversion, or finish your design system. But I’ve worked in an org that was so mired in debt they couldn’t ship. Literally could not. For two years. 6/10
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This doesn’t happen with a bang, but with a whimper. Work to the right ignored or delayed in favor of what’s next in the backlog. Code reviews rushed, or guidance ignored. Tests skipped because they’re broken. IA becoming increasingly byzantine. 7/10
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Product leaders, y’all need to deeply give a shit about this. And when you get religion and understand how these problems will harm your users, you need to use whatever capital you have to pull back on adding features, as hard as that will be. 8/10
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What harms your users will, in the end, harm your business. If you continue to crank out features without regard for the other dimensions of product health, enduring value will elude you. 9/10
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Breakneck speed of features is a recipe for disaster. It usually implies desperation. Security, skill level, solid engineering all suffer as is noticeable when things break. People immediately notice garbage software and hate on it. Don't be that one.
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But without adding any new functionality or feature, the programmers will be out of job. Bugs will eventually be gone if there's no new code added so no need to hire programmers for debugging. The only ones needed would be devops and sysadmins. Now I feel insecure. :(
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Budget a certain percentage of developer hours (10%, 20%, etc) to code quality/streamlining/remediating technical debt. Sales/product people dipping into that walled off time will metaphorically have their heads put on pikes as a warning to their replacement to respect boundaries
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Elon Volo
@igvolow
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Management objecting to developers responsibly refactoring is sort of like a homeowner telling a roofing company “25 years ago I paid you $10,000 to put shingles on my new house. So why are you asking me to pay you to put shingles on it again?” twitter.com/alexbunardzic/…
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The biggest challenge seems to be if you’re not adding new features, users are going to say why are they continuing to pay subscription fees or for upgrades. Keep improving software without adding a ton of new features is a tough balance.
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The proverb we’ve used these last 40 years is, “no matter how much it costs, it’s always cheaper to buy the app rather than write the app.” (If that app exists). Still 100% true
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Most product features updates overlook the learning curve of the users, far and wide. It should be deeply considered. The time and hassles of more or better features. Some are a must, but plan should be in place for transfer of knowledge.
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So true. The redesign of already functionning and successful products seem particularly hard too. "Improving" might mean breaking what made the product a success in the first place
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I don’t know - worked at one of the largest FinTech companies on the planet where our devs spun out 100s features/new apps per year. Only a few stuck but they stuck big, which allowed the lesser sticky apps to still have their home with users.
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Nice thread there should be a certain ratio of technical debt adjusted in every sprint to keep things stable and moving I think. Engineering teams can manage and prioritise a backlog of their own. I wonder how do you guys manage it at honeycomb
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I just sent note to a team whose product I use daily & was redesigned where the top 4 work flows went from 1-2 clicks ea to 5+/ea w/ some successive clicks on opposite sides of the page & encourages catastrophic errors. Their response: we like the new look.
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Thanks for the thread. Product Management is hard. I’m still undecided if it’s even harder when building products for internal vs external customers.
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congratulations to this google docs PM who is singlehandedly responsible for engendering more developer goodwill than any other individual at Alphabet in the past five years
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afraid to go to sleep because i’ll wake up to a dozen embarrassing bugs, hot takes, misunderstandings caused by our poor explanations, etc. i should really go to sleep though. in some ways we’ve worked on this release for years and in other ways it’s barely an mvp. feels good tho
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At this point, I've touch hundreds of thousands of computers and not one time has Windows built in troubleshooter worked.
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My daughter is going to school in a French braid — braided by me. It’s not perfect. But I’m not good at that kind of thing and I’m really proud so clap for me please. 🤣
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when i was a junior engineer, I did not know that "ack" actually meant "acknowledged" and I just thought that my managers liked to say ack for fun in stressful situations
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crypto ppl will be like "we're increasing DeFi scalability through our L2 zk-rollup staking protocol built on top of StarkTubeZero" and it's just 9 EC2 instances in a trenchcoat
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pro tip: git rebase -i --exec "cargo fmt" origin/master this will run 'cargo fmt' on each commit in your branch, stopping if it reformats things so you can take a peek
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Wanted: an email client that makes it feel socially acceptable to reply to emails as if you're chatting normally, instead of writing a letter. Best regards, David K.
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Somewhere at Uber eats there is a dev who didn’t switch to development environmental variables ordering steak and mac n cheese at 8:30 in the morning.
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Just a theory but, do you think we’re all burnt out because we’ve been taking on more work during WFH? I.e. because we’ve had more time (no commute, fewer distractions), we’ve filled that time w/the capacity to do more work, and now we’re seeing the effects of it over time?
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If you don’t know something, say so, especially as senior+. Encouraging this fantasy that you’re supposed to know everything is false and dangerous for both individuals and work culture.
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How to build a SaaS startup solo: 1. Try to look for a solution to automate 1 thing you’re annoyed with 2. Be sad that you can’t find any solution 3. Build MVP for yourself 4. Add payment 5. Share it with others & related communities 6. Fix bugs 7. Add dark mode 8. Launch
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