Instead, Wolfe eloquently provides undoubtedly the best analogy I’ve ever heard for explaining the difficulty in providing estimates for software projects: a couple of friends planning a coastal hike from San Francisco to Los Angeles and starting their journey.

Their friends are waiting in LA, phone calls have already been made pushing the date back…

Man, this is slow going! Sand, water, stairs, creeks, angry sea lions! We are walking at most 2 miles per hour, half as fast as we wanted. We can either start walking 20 hours per day, or we can push our friends out another week. OK, let’s split the difference: we’ll walk 12 hours per day and push our friends out til the following weekend. We call them and delay dinner until the following Sunday. They are a little peeved but say OK, we’ll see you then. […]

We get up the next morning, bandage up our feet and get going. We turn a corner. Shit! What’s this?

Goddamn map doesn’t show this shit!. We have to walk 3 miles inland, around some fenced-off, federally-protected land, get lost twice, then make it back to the coast around noon. Most of the day gone for one mile of progress. OK, we are *not* calling our friends to push back again. We walk until midnight to try to catch up and get back on schedule.

Of course, this isn’t exactly a new analogy: it’s applying the ideas behind Benoît Mandelbrot’s paper, How Long Is the Coast of Britain?, published back in 1967, to software estimation. Still, it works perfectly.

If you like Wolfe’s writing style and want to read more, he runs a blog called Dear Founder.

Update: And of course, there’s always O.P.C.

• Software Project Metrics and Control: They Don’t Matter (Sometimes)
• Deconstructing Managers
• Selling Software on a Shoestring

Michael Robertson–founder of MP3Tunes and MP3.com–attempts to lift the veil on the industry by looking at some of the (you could safely say “unreasonable”) contractual demands placed on music streaming services by record labels:

General deal structure: Pay the largest of A) Pro-rata share of minimum of $X per subscriber, B) Per-play costs at $Y per play, C) Z percent of total company revenue, regardless of other business areas.

Labels receive equity stake: Not only do labels get to set the price on the service, they also get partial ownership of the company.

Up front (and/or minimum) payments: Means large amounts of cash are necessary to even get into the game. […] This further stifles innovation in services and business models.

Detailed reporting, including monthly play counts: Providing additional reports unrelated to payment, including overall market share of sales in various categories. […] The labels effectively offload their business analysis (and the cost of such analysis) onto the music services.

Data normalization: Without standard naming conventions and canonical methods for referencing artist, tracks and albums, the services are left to try and match artist, track, album names provided by one label with those of another. It’s incredibly inefficient, as each service must undergo this process separately.

Publishing deals: Once you’ve signed deals with the labels, you then need to cut deals with the publishers. […] Although you may have the rights to stream from labels, you sometime can’t get the rights to stream from the publisher, or worse, even find the publisher.

Most favored nation: This is a deal term demanded by every major label that ensures the best terms provided to another label are available to it as well. This greatly constricts the ability to work out unique contractual terms and further limits business models.

Non-disclosure: This is the main reason music services, not the labels, have been getting heat from the artist community. Music services can’t defend against accusations about low artist payments because they pay the labels who don’t disclose what they’re paying to the artists.

It’s worth noting that while Michael Robertson is a trustworthy writer and likely to have access to people who know this information (if this isn’t first-hand information anyway), he’s also likely to harbour some resentment toward record labels from his business ventures. Still, even without a solid reference I felt that this was too interesting to just pass up.

• Lovely Streaming Music — Bedtime Delight
• The “iPod Tax” and the Desperate UK Music Industry
• Paid Lyrics: Advertising in Music

So to research how ideas and trends spread virally, Watts (who is author of Everything is Obvious, principal research scientist at Yahoo! Research (he directs their Human Social Dynamics group), and founding director of Columbia University’s Collective Dynamics Group) ran large-scale reproductions of the small world experiment and hundreds of computer simulations that brought forward two conclusions: the six degrees of separation theory is correct, but there is no evidence for super-connected ‘trend gatekeepers’ (such as Gladwell’s ‘Connectors’):

But Watts, for one, didn’t think the gatekeeper model was true. It certainly didn’t match what he’d found studying networks. So he decided to test it in the real world by remounting the Milgram experiment on a massive scale. In 2001, Watts used a Web site to recruit about 61,000 people, then asked them to ferry messages to 18 targets worldwide. Sure enough, he found that Milgram was right: The average length of the chain was roughly six links. But when he examined these pathways, he found that “hubs”–highly connected people–weren’t crucial. Sure, they existed. But only 5% of the email messages passed through one of these superconnectors. The rest of the messages moved through society in much more democratic paths, zipping from one weakly connected individual to another, until they arrived at the target. […]

[His computer simulation] results were deeply counterintuitive. The experiment did produce several hundred societywide infections. But in the large majority of cases, the cascade began with an average Joe (although in cases where an Influential touched off the trend, it spread much further). To stack the deck in favor of Influentials, Watts changed the simulation, making them 10 times more connected. Now they could infect 40 times more people than the average citizen (and again, when they kicked off a cascade, it was substantially larger). But the rank-and-file citizen was still far more likely to start a contagion.

I can’t help but find it somewhat ironic that, written almost four years ago, this argument hasn’t really gained much traction and Gladwell’s ideas are still discussed ad nauseam.

• Social Networks and Their Far-Reaching Influence
• The Contagion of Happiness
• Gladwell, Journo-gurus, and Anecdotes as Science

This bit of self-experimentation and cognitive reflection is a bit too light on the conclusions for my liking, but this article, from The New York Times’ Unplugged series that examines “how a deluge of data can affect the way people think and behave”, does have this that’s worth thinking about:

[By day three] the group has become more reflective, quieter, more focused on the surroundings. […]
The others are more relaxed too. Mr. Braver decides against coffee, bypassing his usual ritual. The next day, he neglects to put on his watch, though he cautions against reading too much into it. […]

Mr. Strayer, the believer, says the travelers are experiencing a stage of relaxation he calls “third-day syndrome.” Its symptoms may be unsurprising. But even the more skeptical of the scientists say something is happening to their brains that reinforces their scientific discussions — something that could be important to helping people cope in a world of constant electronic noise.

“If we can find out that people are walking around fatigued and not realizing their cognitive potential,” Mr. Braver says, then pauses and adds: “What can we do to get us back to our full potential?”

“Third-day syndrome”. I like that, and it rings true. Weekends away to nearby cities don’t do it for me in terms of disengaging and allowing free thought; I need at least four days.

One more comment that was a bit too close for comfort:

Technology has redefined the notion of what is “urgent.” How soon do people need to get information and respond to it? The believers in the group say the drumbeat of incoming data has created a false sense of urgency that can affect people’s ability to focus.

• How to Internet: Reading
• How to Internet: Staying Current
• How to Internet: Dividing Attention

A recent addition to this list is the pitch database from The Open Notebook; a collection of writer-submitted pitches for science articles that have been accepted for publishing in many of my favourite places, such as Ars Technica, Atlantic, Lapham’s Quarterly, This American Life and Wired.

Of particular note is a pitch from David Dobbs, writer of the Neuron Culture blog. Pitching Atlantic editor Don Peck, Dobbs wrote an extensive pitch for The Orchid Children that led to the publication of a fantastic article, The Science of Success. Those who follow Dobbs’ blog will know that this in turn led to a book deal for The Orchid and the Dandelion, Dobbs’ forthcoming book.

• (Un)Successful Assignment Proposals
• This American Life on Proposals and Pitches
• Publishing in Scientific Journals

Taking his cue from Scott McCloud’s excellent Understanding Comics, Lukas Mathis looks at how for optimum recognition and in order to aid understanding, user interface elements must find the sweet spot between universality and realism. Like when drawing certain comics, it’s about finding the optimum comprimise between too little detail and too much.

People are confused by symbols if they have too many or too few details. They will recognize UI elements which are somewhere in the middle.

The trick is to figure out which details help users identify the UI element, and which details distract from its intended meaning. Some details help users figure out what they’re looking at and how they can interact with it; other details distract from the idea you’re trying to convey. They turn your interface element from a concept into a specific thing. Thus, if an interface element is too distinct from its real-life counterpart, it becomes too hard to recognize. On the other hand, if it is too realistic, people are unable to figure out that you’re trying to communicate an idea, and what idea that might be.

• Dark Patterns: Evil Design Patterns
• Comedic Writing Tips
• Persuasive Design Patterns

In his hilarious tongue-in-cheek article detailing this theory, Ely offers his priceless advice on how to decide on an academic paper’s title. The conclusion: keep it as short as possible (one word, preferably), avoid colons and avoid questions.

A paper titled Law and Finance is guaranteed to be the seminal paper in the field because if it were not then that title would have already been taken. You can go ahead and cite it without actually reading it. By contrast, you can safely ignore a paper with a title like Valuation and Dynamic Replication of Contingent Claims in a General Market Environment Based on the Beliefs-Preferences Gauge Symmetry even if you don’t know what any of those words mean. The title is essentially telling you “Don’t read me. Instead go and read a paper whose title is simply Valuation of Contingent Claims. If you have any questions after reading that, you might look into dynamic replication and then beliefs, preferences, and if after all that you still haven’t found what you’re looking for, check here for the low-down on gauge symmetry.”

Two pieces of advice follow from these observations. First, find the simplest title not yet taken for your papers. One word titles are the best. Second, before you get started on a paper, think about the title. If you can’t come up with a short title for it then it’s probably not worth writing.

The absolute worst thing you can do with your title is to insert a colon into it. […] As in, Torture: A Model of Dynamic Commitment Problems. Or Kludged: Asymptotically Inefficient Evolution. In the first case you have just ruined a seminal-signalling one-word title by adding spurious specificity. In the second, you just took an intriguing one-world title and turned it into a yawner.

The second worst kind of title is the question mark title. “Is the Folk Theorem Robust?” This says to the reader: “You picked this up because you want to know if the folk theorem is robust. Well, if I knew the answer to that I would have told you right away in the title. But look, all I could do is repeat the question, so you can safely assume that you won’t find the answer in this paper.”

via @TimHarford

• Comedic Writing Tips… Again
• George Carlin’s Last Interview
• Comedic Writing Tips

What they found were three fantastically devious secret ways to effectively control trolls and other abusive users on online communities: the hellban, slowban, and errorban:

A hellbanned user is invisible to all other users, but crucially, not himself. From their perspective, they are participating normally in the community but nobody ever responds to them. They can no longer disrupt the community because they are effectively a ghost. It’s a clever way of enforcing the “don’t feed the troll” rule in the community. When nothing they post ever gets a response, a hellbanned user is likely to get bored or frustrated and leave. I believe it, too; if I learned anything from reading The Great Brain as a child, it’s that the silent treatment is the cruelest punishment of them all. […]

(There is one additional form of hellbanning that I feel compelled to mention because it is particularly cruel – when hellbanned users can see only themselves and other hellbanned users. Brrr. I’m pretty sure Dante wrote a chapter about that, somewhere.)

A slowbanned user has delays forcibly introduced into every page they visit. From their perspective, your site has just gotten terribly, horribly slow. And stays that way. They can hardly disrupt the community when they’re struggling to get web pages to load. There’s also science behind this one, because per research from Google and Amazon, every page load delay directly reduces participation. Get slow enough, for long enough, and a slowbanned user is likely to seek out greener and speedier pastures elsewhere on the internet.

An errorbanned user has errors inserted at random into pages they visit. You might consider this a more severe extension of slowbanning – instead of pages loading slowly, they might not load at all, return cryptic HTTP errors, return the wrong page altogether, fail to load key dependencies like JavaScript and images and CSS, and so forth. I’m sure your devious little brains can imagine dozens of ways things could go “wrong” for an errorbanned user. This one is a bit more esoteric, but it isn’t theoretical; an existing implementation exists in the form of the Drupal Misery module.

• Taming White House Trolls
• The World of Web Trolling
• Social Networks and Their Far-Reaching Influence

In recent years, however, the need for planned obsolescence has moved from the supply side to the demand side, with consumers themselves requiring that their gadgets don’t last so long that they become a burden: it’s desired functional obsolescence. Writing about the influence this has on our consumption habits, Rob Walker takes an interesting look at trends in product obsolescence and the rise of functional obsolescence as a demand-side phenomena rather than a supply-side one.

Consider that most ubiquitous gadget, the mobile phone. […] The typical American gets a new one every 18 months. […] The problem, if that’s the right word for it, is that new devices perform more functions, faster—and people, as a result, want them. […] The light-speed innovations in consumer electronics have turned many of us into serial replacers. A dealer in vintage home-entertainment equipment recently convinced me that it used to be possible to buy a top-notch stereo system that really would function admirably for decades. Imagine, by contrast, that tomorrow some company unveiled a cell phone guaranteed to last for 20 years. Who would genuinely want it? It’s not our devices that wear thin, it’s our patience with them.

The very real problem of electronic waste makes people like me hesitate to replace good-working-order possessions. Yet at the same time, we like to stay current with new technological innovations. So rather than provide evidence of some cynical corporate strategy, our gadgets’ minor malfunctions or disappointing features or unacceptably slow speeds largely provide an excuse to replace them—with a lighter laptop, a slimmer tablet, a clearer e-book reader. Obsolescence isn’t something companies are forcing on us. It’s progress, and it’s something we pretty much demand. As usual, the market gives us exactly what we want.

• The Transformative Power of a Narrative
• When Money Buys Happiness (or Not)
• The Best Personal Library

From his many years of experience (he created the fourth ever infomercial, developing over 300 since then; has worked with some well-respected companies such as Apple, Nikon, 3M and Braun; and is responsible for about a billion dollars in client sales), Hawthorne talks extensively and insightfuly on the many infomercial sales techniques that his data show are the most persuasive. Two items that I particularly liked:

The most persuasive deal types:

Buy one get one free, or get the second one at half price. So you’re getting an immediate discount. Buy one and get a second one super size, so you’re actually doubling or tripling the order. Buy one and the second is actually going to be double the size. Drop a payment. Let’s say that your offer is three payments of $19.95, that’s your initial offer. But wait, if you call now, if you order now, we’ll actually make one payment for you. So it’s only two payments of $19.95. So that’s drop a payment. […]

I think one of the most powerful bonuses or premiums that you can offer is free shipping. A lot of people don’t understand the power of this. For some reason, if I’m going to pay $99.95 and there’s an additional $9.95 or $14.95 or $19.95 for shipping, that additional amount which is very important to many vendors, if you can sacrifice that, it has an amazing impact on people.

Words and phrases that trigger action:

“Free” is still, I think, and will always be considered the most powerful word in selling. After that we would probably think of words such as now, you or your, easy, easily, guarantee, break-through, revolutionary, fast, quick, instant, magic, new, special, exclusive, limited time, risk free, only, save, money back, money back guarantee, call now, and in terms of a classic phrase, “but wait, there’s more”.

Everybody kinds of kicks around that particular phrase and it’s used often. One of the reasons it’s used so often is that it’s so effective.

• The Entrepreneur’s Ignored Demographic
• Psychological Pricing and Other Shopping Persuasion Techniques
• Selling Premium Goods