Adam Smith: An Enlightened Life kTimes I didn t see what he typed Phil asked me why I d put than one letter on everyey He was pleasant but direct He seemed to think that my Crazy Love keyboard looked odd that it reuired an explanationI tried to give him one I told him about our decisions to make bigeys that were easy to target and couple them with suggestions from a dictionaryPhil wasn t Satisfied And He Said So Then That Was It I and he said so Then that was it I surprised we were done so fast The demo was over in about two minutesIt was sobering to hear Phil s point of view Obviously he had
None Of The Emotional Connection of the emotional connection had to my eyboard While I had been working hard on it for Phil it was brand new and he was indifferent to it He expected the software to win him over and apparently it didn t This mattered for two reasons First as I said Phil would be playing a pivotal role in pitching the Purple phone to people in the outside world once we were done developing it Second and perhaps important his reaction was just like a prospective customer evaluating a product from scratch My eyboard would be a part of the overall impression and Phil was confused rather than convincedA couple days later Scott and I repeated the private demo performance for Tony Fadell the executive in charge of the iPod division I had never met Tony before either but I didn t have to now him to see how preoccupied he was When he walked over to the conference room table with my demo on it he barely glanced at my eyboard He didn t ask any uestions Then he tried my software but he couldn t have typed than a word or two The demo with him was even shorter than the one for Phil and within a minute he and Scott went off together for a private meeting leaving me alone in the conference room to clean up the Mac the Wallaby and the wires connecting themTwo demos with less than positive responses Add that to my fellow derby entrants lack of excitement and I could tell we didn t yet have exactly the right solution I didn t get to demo the software for Steve Maybe Scott concluded that we weren t ready for the big time but he never said anything specific to me about these executive demos good or badI didn t feel like I had let Scott down My code was the same as it was on derby day There were no bad bugs during these executive demos As I tried to interpret the feedback and decide what to do tried to interpret the feedback and decide what to do I thought back to the Black Slab Encounter with Safari That breakthrough didn t represent an end it signaled a beginning As exciting as it was to see our web browser render the first sliver of a web page we realized what the milestone meant I began to look at my derby winning design in a similar way as if it were a successful audition rather than a sold out performanceI started to think about improvements and to help me eep my eyboard goal literally in sight as I sat in my office I measured and cut out a small piece of paper about 2 inches wide by 13 inches tall a little smaller than half the size of a credit card turned on end I pinned up this little slip of paper on the bulletin board next to my desk I looked at it often This was all the screen real estate I had available for my eyboardThis was my touchscreen typing canvas People would have to tap tap tap in that tiny rectangle to type and I had to figure out how to make that happen As I pondered that small shape and took stock of my software I got accustomed to the idea that I might need to rethink some of the decisions that led to the derby winning design perhaps all of them. Llaboration illuminating each with lessons learned over his Apple career He introduces the essential elements of innovation inspiration collaboration craft diligence decisiveness taste and empathy and uses these as a lens through which to understand productive work cultureAn insider's tale of creativity and innovation at Apple Creative Selection shows readers how a small group of people developed an evolutionary design model and how they used this methodology to make groundbreaking and intuitive software which countless millions use every day. Mr Kocienda offers some interesting insights and anecdotes on product development at Apple I Especially Enjoyed I especially enjoyed opening chapter on his iPad demo That emphasis on demos and feedback hit home because of some of the software development work my teams have been doing I ve thought about recommending it to a few developers but give them the caveat that the technology portions are written for people without a software engineering background Absolute waste of timeImagine being stuck at the Christmas Party with that guy who was with the company since its founding the guy who s greatest claim to fame is nowing the boss from back in the glory days and just Loves Recycling The Same Old recycling the same old with in I d been hoping for a book like this about Apple I ve been working in product design for almost thirty years and this just confirms that writing about the user experience field has unfortunately been dominated by agency types Kocienda s experience reflects what it s actually like to design a product No empathy maps or user journeys just a lot of hard work trying to define and solve problems Recommended This is the real deal written by an insider I was also there during that time This book accurately describes Apple s software engineering during the second Steve Jobs era For hardware engineering read Adam Lashinsky s Inside AppleThe vivid descriptions in the book are better than the analyses I would stress that the principles and practices described by the author were completely unwritten and unnamed as the author says So if you re trying to be like Apple by reading a book you re doing it wrong If you want to be like Apple ditch the business books and startup blogs do you think Steve Jobs read those things and really focus on the product There s nothing in the book about MVP Agile Scrum AB testing TDD etc Apple really didn t work like that The ey is what the author calls creative selection demoingdogfoodingiteratingconverging the product with tight loops of communication with minimal teams enforced by secrecyOne thing that occurred to me is that the examples given and generally in Apple s history are ones where the product definitions were relatively well formed and concrete up front leaving plenty of room for technical innovation but little room for exploration and business validation Before getting to that concrete vision the Apple way isn t applicable This framing of this book is a little misleading Waaaaaay too much time is spent talking about coding web browsers that have nothing to do with the heart of the subject When the discussion gets to building the iPhone and specifically the author s work on the eyboard it gets much interesting Ken was part of the team that created Safari and WebKit as well as the creator of the iOS eyboard on iPhone and later the iPad Funny enough I use his creation to write his review This book is a an inside account of a software engineer during the golden age at Apple It follows Ken though his day to day work at apple during his various projects and manages to give a pretty deep view into how Apple operated under JobsFrom an engineering perspective a lot of what he describe sounds just like a VERY VERY MATURE SOFTWARE ORGANIZATION TO ME HIGHLY DEMO very mature software organization to me highly demo iterative development cross team dog fooding highly adaptive engineers swarming around hard problems feedback culture direct accountability for the outcome small teams no open floor offices engineering deeply integrated with top level. An insider's account of Apple's creative process during the golden years of Steve JobsHundreds of millions of people use Apple products every day; several thousand work on Apple's campus in Cupertino California; but only a handful sit at the drawing board Creative Selection recounts the life of one of the few who worked behind the scenes a highly respected software engineer who worked in the final years the Steve Jobs era the Golden Age of AppleKen Kocienda offers an inside look at Apple's creative process For fifteen years he was on the grou. ,
Ken Kocienda ¾ 7 characters,
Management hierarchy but with an emphasis on fast decision makingBut you have to take into account that the book starts around 2000 so almost 20 years ago That s by todays internet standards the Stone Age Most companies were thinking completely different about software at that time eg waterfall incremental development separated people for reuirements engineering software development uality assurance and so onIt also fuels a sentiment of mine the really good companies don t waste time debating Agile Lean TDD DevOps and friends They simply do it because it s part of their DNAThe little sad note was in the epilogue when he talked about how this culture ultimately depended on Jobs and fell apart when he died Again fuels a sentiment of mine The higher in the hierarchy a person is the bigger the potential influence on culture positive and negativeI removed one star because some of the interludes felt a bit out of tune with the rest I found them distracting than emphasizing Overall not bad I loved the Intersections chapter in which Ken Kocienda discusses design principles in detail The eyboard constellation matching algorithm iteration from prototype to prototype and SpringBoard touch size all provided detailed insight into Apple s design thinking and what made Purple an exciting adventure in problem solvingI didn t appreciate the dumbing down of programming principles Too often Ken Kocienda oversimplifies otherwise technically exciting concepts For example the black slab encounter reduced graphical artifacts from loading Yahoo to a single irrelevant moniker I wanted to now specifically why the rectangle was black and what parts of Yahoo led to the browser window showing th I really enjoyed this book It s a great insiders view of The Development Process During development process during most creative modern periodIt also reminded me of all the good time that can be had inside a development team The fusion of creativity and technology to create new and interesting thingsWould recommend A bit counterintuitive to how most companies work At Apple the focus is on to build great demos and eep polishing them till you get to the end result Instead of multiple AB testing take the best call for the user and run with it I loved the inside stories and this is a book I will eep going back to in the future if I need inspiration This is an excerpt from the book that I found on the interwebsThe full title will be released on September 18 Within a week of picking my eyboard Scott scheduled a private demo with Phil Schiller Apple week of picking my ЯED keyboard Scott scheduled a private demo with Phil Schiller Apple top marketing executive the man who after Steve was most responsible for communicating to prospective customers exactly why we thought our products were great and why they should go out and buy oneScott didn t clue me in on the politics in play between him and Phil or why he had scheduled the demo I imagined that Scott was eager to show off the results of theeyboard derby which must have been a topic for discussion up at the executive level In any case my job was to prepare my demo so it worked as it did for the demo derby so that s what I didWhen Scott brought Phil to the conference room I was waiting This was the first time I ever met Phil and I was nervous I set everything up as I had a few days earlier but I had already made a couple of changes to the eyboard user interface Scott introduced me Phil greeted me with a uick courtesy that showed he wanted to get right down to businessHe picked up the Wallaby and tapped a few. Nd floor of the company as a specialist directly responsible for experimenting with novel user interface concepts and writing powerful easy to use software for products including the iPhone the iPad and the Safari web browser His stories explain the symbiotic relationship between software and product development for those who have never dreamed of programming a computer and reveal what it was like to work on the cutting edge of technology at one of the world's most admired companiesKocienda shares moments of struggle and success crisis and co.