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-Garret, Industrial Designer

Imagine having the ability to walk into an airport or room with your laptop and instead of consuming battery, it is recharged. Based on principles proposed by MIT physicists, Intel researchers have been working on a Wireless Resonant Energy Link (WREL). Rattner demonstrated powering a 60-watt light bulb without the use of a plug or wire of any kind, which is more than is needed for a typical laptop.

-Garret, Industrial Designer

However, after being heads down means real-time collaboration, change on the fly, creative and wireframe development being done simultaneously, engineering estimates and planning being done in a room thats beginning to get stale - you step back and say, is this going to make it better?

I've come to a tentative conclusion -- all things in life are subject to change (well, many things).  Rapid, deep collaboration will take a product experience to a much better level on the broad brush strokes of the experience but when you get to refining the experience, the beauty in detailed design, detailed engineering and detailed execution needs focus and time.

Our current example is the to-do list.  We prototyped the basic work design and elements of that experience in less than two weeks and had the outlines of exactly what we have implemented.  The teams were highly collaborative, engaged in a way that limited distraction and the experience was put in front of users with a lot of great feedback.

We then took a few weeks after that to let the practitioners architect, refine, design the details -- and bring it back together.  This gave people the mental breathing room they needed to add the details like simple drag-and-drop, the ease of adding the to-do, the simple ability to get help but not have it distract the user if it wasn't needed.  These details, that also provide the hint of delight, emerge after the intense collaboration in the stillness of a practioner doing the work of their discipline. 

After this experience, and many others like it, we have moved to a more consistent way of working.  It beings with an intense explosion of collaboration across the product creation disciplines followed by a time of quiet detailed refinement.  We aren't perfect at it -- and sometimes the intense collaboration feels like what used to be called fire-drills -- but it is getting us closer to a better way to deliver great experiences through a rapid design process.

In the spirit of always challenging our work and making it better, I would love to know how you do it!  Let us know your ideas.

- Jim, Chief Home Manager

There are three principles that I believe are critical to great experience design in an agile model:

1. Do you know the core features of your product?  If you know what the core features of your product should be, you can then use a very good collaboration model to continuously iterate and evolve the product as an experience and a technology.
2. Do you know what users you care about?  Everyone will have an opinion about the early versions of features you release.  Often, you will release features that are not as robust as you want them to be so you have to be ready to know what feedback matters and what feedback is distracting.  Knowing your users helps you manage the clutter.
3. Do the different team members appreciate the value of each others skill?  A critical component to making product development get the full value from an agile model is skill appreciation.  The engineering team much appreciates the craft of experience design and the designers value the importance of solid technical foundations with iterative software releases.  It sounds "duh" to make sure the team understands each other, but the collaboration required to get the full value out of agile models can no underestimate the importance of appreciation versus understanding.

If you can answer yes to the above principles, the rapid nature of design, develop and release can become a powerful factor in your time to market and reaching the user base you care about.  We are definitely not perfect in implementing these principles - in fact, it has led to some pretty interesting experiences for our users, but more about that next time.

-Jim, Chief Home Manager

It sounds a bit "duh" but the simple answer - focus on the user.  This means understanding their feedback, looking at how they are using your features, but also bringing to your product the design and experiences that led you to start building it in the first place. 

On Manage My Home, I received feedback from a user yesterday suggesting changes to how you look up an owners manual that was identical to how we used to do it.  And you can imagine, the way we used to do it would get feedback on more ways to find the manual which led to the improvements we instituted.  So who is right?  The users complaining about the old way or the users complaining about the new way.

As the product leader in any good experience, you know one thing - they both are right.  The question is, who do you listen to?  I follow three simple rules: 

1. If you can bring all the feedback together in a cohesive simple experience, that should be the goal; 
2. If the feedback is in conflict, remember the users you want to love your product because you can't always be all things to all people - and design for them;
3. Most important, use the opportunity to create a lasting dialogue with all of your users.  Someone who is giving you real feedback is incredibly important - both as a user that cares enough and one that could be a goldmine if insight.

So, as always, we would love your feedback on Manage My Home. 

-Jim, Chief Home Manager

Jim is currently working on organizing his closet - something that the casual observer would say has already been done but its not perfect until it looks like a boutique store in the West Village.