thanks everyone for coming it's so great to see all the old friends and all the new friends and especially all the very cool things everyone's doing I want to doubly thank Alex for scheduling a talk before mine that was so full of amazing Graphics that no one would possibly be able to Bear anymore and I could I could leave them out of my talk so this is a design and practice and the objective here is to demystify designs so much I think somewhat I think I've given a few talks in the past they're about a lot of the ideas in design but left the concrete practice of it sort of underspecified and it's led to maybe a certain uh imagined magicness to to design that I wanted to spell I think design is something that you can learn to do I think it's something that has concrete activities you know practices or things that we do oh by the way if you're playing word definition Bingo you're going to wish you had like more than one card today uh and uh and to try to talk you through some of the I what I think are kind of lightweight things that we do actually really do uh in trying to do design as a team on uh closure in daytonic as we work so we're talking about concrete things another thing I want to do is talk about things that you can make into activities I think a lot of people struggle when they say well I want to do more design in our shop but we can never get it Justified you know we're saying nebulous things like I want to take two weeks off and think about the problem before we start and even if you get that you know two weeks at the beginning isn't necessarily what you're going to need so one of the things that's good about reifying activities is that they can become things that go into your project management system as stories that you're going to do that will have outputs the other thing I want to talk about today is progress a lot of times people say I know what design is you know I've seen you know people doing planning sheets or diagrams or things like that but I don't really have a sense of you know did I write the right diagram am I am I accomplishing something when we make software you know we see it accrete and we see it do more and more stuff every day and when we design you know what does it mean to move forward do we know we're moving forward or just spinning around so this isn't any kind of method you know I don't want to adopt that I'm not trying to rain on you know proper methods and there are there are plenty of really cool design methodologies out there so we all know I'm just reminding you Latin for design means not being allowed to code uh and uh I don't actually think that's true in fact I think that you know as we'll see as we go through the talk that you you do coding throughout the design process not necessarily starting to write your system but exploring what your system might become learning about the things that are going to be parts of your system answering questions and things like that and it's one of the reasons why I think it's important to work in a language where that kind of work has zero projecty kind of overhead that you do not need to have been have started your thing or be in a context that be in a project context to start doing exploratory programming you open up your editor and you go uh no so really design right the word means to Mark out a plan for doing something or at least the meaning that we're going to use in this talk uh I'm going to expand that idea to be the entire step set of steps that get you from uh you know a sense that something should happen in the world to the ability to Mark out that plan the marking out of the plan and then hopefully the subsequent uh development of it and this marking out is something I think is going to be super critical that we're going to be writing all the time we're going to be writing putting text in front of our faces and in front of the faces of our teammates so we can see what we're thinking about and I think this is something that's very important for helping you think in the first place this is not an archival activity this is not about capturing things for posterity it's not about creating documentation as you go or anything like that this is about writing as part of thinking putting something down on paper makes it a thing it's something that you can then look at and now it becomes an input to you even though it started in your own head it also helps you pick things up when you've left them around for a while or allows people to join you in your work uh and then maybe eventually you'll turn into something that you'll use to document what happened in the end so we're going to be writing we're going to be talking but especially writing words down hopefully and we can write diagrams now too and I think that choosing good words is super critical it's something you should do all the time and you know I'm not talking about picking the right name for your product or anything like that or doing something that's about marketing uh it's about choosing words that have the meaning that you intend and that help everybody come to a shared understanding of what you mean when you say something you know this idea of precision and cutting is going to come up all the time that's CIS part is about cutting it's the same part of decide so we we need to be precise when we're saying things so we know what is the thing we're saying and what is not the thing we're saying so I do not like nicknames no superheroes or anything like that you know one of one of the most horrifying things was arriving you know at a project and finding you know a diagram of the project that was you know nickname in a box nickname in a box nickname in a box with unlabeled arrows you know pointing from one to the other you're not you're not helping anyone else and you're not helping yourself these names are not semantic and in particular by not being a meaningful name it means that it doesn't have to change when you change your mind you just I called it you know Kryptonite or something you know the Flash and you know if I change what I'm doing you know because silvik's called The Flash well it'll be fine so you want to use precise words and the other thing you're going to need to be able to do often is say something rather involved in not much space and I think that is another critical skill you're going to see me say succinct over and over and over again in this talk and it's important to sort of understand what that means which I didn't know what it meant you know from an etymology standpoint so I looked it up it means to gather up your like toga before battle to gerd or gather up and the important thing is that what you're Gathering up when you're trying to be succinct is the entirety of things it's not about being concise it's not about being uh you know I've only got six words to say here so I've got to leave out the critical details because I need to get it done in six words all right so we're going to gather up our thoughts the other thing is this dictionary thing you know it's not just good for writing talks it's good every day we do actually use the dictionary why we work we're you know we get to a point where we need to name something and we will take out the dictionary but he's racing through the thesaurus and trying to find the right word and a good word I can't you know State how wonderful I think that is and I encourage everybody to go do it especially to get down to the origins where they break apart because Origins will always show you that most of the words that we use are composite and that that you know prepositional prefix part is full of really interesting things like is it towards something is it away from something is it moving stuff together is it cutting it apart I think that doing this fires up the process of abstraction you start thinking about things in in a in a way that's not tied to the details but more about bigger ideas the other advantage of using precise words is that uh you could be looking at this word and trying to communicate something and it becomes evident that that word is the wrong word it might have been a good word and it might be that you know perfectly in a perfectly fine way you've changed your mind you've evolved your thinking you've got some new information and you're doing something different but the great thing is if you've been using precise words they will seem wrong and you can pause and pick a better word uh all right so we're gonna have our first technique the first technique is add a glossary to your set of stuff that you're building while you're working right we're going to have all kinds of terms and Technology uh that's going to happen it's amazing even amongst technologists will say a word and everybody in the room will have a different idea in their head even though they've heard it and used it over and over and over again so don't presume that everybody understands what you're saying you want a place where you define things one place where you define things and then after you've defined it you want to use it consistently don't use words to mean two different things don't be lacks about that this is hard to do I think in general so it's an objective we no one does it perfectly this is stuff to Aspire to and then you know the other thing is if something breaks fix it or drop it so this is you know some of these some of these artifacts and some of these techniques are things that you know they're ephemeral you're going to do them and you're going to move on but this is one that you have to maintain so this is an example glossary you probably can't see that I think I worked on how I can make you be able to see a little more but this is real this is a real one uh talking about a feature we have a bunch of very specific words that we're using to talk about locality affinity and partitions and datomic and so this is a thing that we have and that we've maintain through a project that lasted eight months or so so I encourage you to do this all right so the other thing we're going to be doing as part of uh an overarching sense of uh of skills is asking questions this is a very powerful tool asking questions and it's an old tool and one of the beautiful things about asking a question and formulating a question is you've made clear that you're looking for something that there is a thing that you want and and I think that we state things all the time when you state things your intentions are not evident when you ask things not only do you want to try to get an answer but what you need becomes evident so I think asking good questions is a skill it's another one of these things that you know if you do it more often you'll get better at it the other thing I think is an aspect of questions is that they're provocative you know they poke you and of course when you ask a question of someone else they feel like they've been poked so you have to get good at asking and being asked and being comfortable with the the questioning process as something uh that's a positive thing logic is an important part of making decisions and solving problems but it's mostly a negative thing I mean we use logic to say net this doesn't hold this is inconsistent if this is true that can't be true it's mostly a way we use to rule things out so another technique I recommend is to discover read about and utilize the Socratic method this is a proper thing with a lot of history behind it obviously and some good organized descriptions it is an activity you do together it's not like a leader you know torturing people with questions although my teammates will disagree with that statement uh but but it means to sort of work together on trying to find the truth by asking and answering questions by taking an answer to a question and exposing that answer to further examination eventually trying to get to the truth and I talked before about questions being provocative you know it's supposed to be a dispassionate examination of of ideas and that means not suffering and I think that it's a big challenge as you try to do Socratic method with teams this is not common and I think socially this kind of dialogue has fallen away and its use as a skilled practice amongst people who are cooperating has fallen away so it just seems like a form of argument or or attack or hostility or something like that that's not what it is so one of the things I recommend is you try to you know detach yourself from your your own ideas even when you do this by yourself you should be able you should be thinking about your ideas as things you're going to pose and shoot down and do that over and over and over again and not get attached to your ideas not co-identify with your ideas and the whole idea here is that there is some objective truth and we're trying to find out what it is we're not adventuring it it's not coming out of our heads we're discovering it if you want to learn more about the Socratic method I recommend this book it's really fantastic there's a bunch of History maybe at the beginning you would skip uh but I think it's great so some of the uh the the biggest Socratic Wizards in the universe are the Jesuits and uh I I was lucky enough to study with the Jesuits back in high school and my homeroom teacher was father Watson a Jesuit and he would always be asking us these four questions and he would ask us these questions in physics class and in algebra class as a way to you know do the work do the problem right this stuff makes sense when you're looking at a problem what have you got I've got X and well I know Y and I'm trying to find X and the stuff's over here where are you going I'm going to try to you know discover what x is you know I know X I need to know why what are you going to do I'm going to try to isolate y by moving stuff over to the other side and that was all fine but it also asked us these questions in homeroom you know as life questions where are you at where are you going what do you know what do you need to know and I think that as developers this where you're at where you're going this is what we do we're good at this right this is you know stand up what'd you make yesterday I made a bread box what are you making today I'm making a toaster you know and then checking stuff off and you're busy doing things or you're not often talking about why you're doing the things and the important part of these latter two questions is that you're you're now talking about uh why you're doing things from the perspective of moving your knowledge forward so we're going to break down these four questions into uh two axes and two stages one is the understanding axis right what's happening to our understanding how is our understanding moving forward right we understood this much now we're going to understand some more I talked about when we're dabbing we know when we're getting progress because we're creating more code and maybe more features and the software can do more things when we're designing where what are we creating I'm going to say one way to think about design is that you're creating understanding you're expanding your understanding at your what the driver for activity should be expanding your understanding you're going to take the two questions and he's thinking and say one is a status question right what do we what do we know right now what have we got in hand for both axes and then the other is what do you want to do next and we're going to drive what we do next that activity side from what we want to know next what we want to understand next and I think what's cool about this is that this framing I mean father Watson asked us these questions all the time over and over and over again this is a frame you can take out on any day and say where am I at what do I know what do I need to know what do I want to do about it and as we talk about the different phases of design we'll talk about the fact that this framing can be used over and over the other thing I want to talk about here just briefly is look at how this is reflective you're thinking about your thinking this is super important being aware of what you're thinking about helps you think it also helps agendaize your background thinking so that's where it becomes reflective so we're going to call this reflective inquiry I just want to talk a little briefly here before we dig into the steps that uh I'll be talking about contributing to this top ticket one of the challenges I find people have is they have these project management systems and they're like we're going to make a thing and they start writing tickets and it's like you have no idea what you're doing yet how could you write a ticket and how could you even know what your tickets are supposed to be and you need to have a ticket for what your tickets are going to be you need to have a ticket that says this is what the overarching plan is and the thing is that ticket it's neither the first ticket nor is it the last ticket it's sort of an early ticket the top story that says with a good understanding of what's going on this is our agenda before that ticket though you should be doing some design work right that contributes to to the initial story to saying we have a mission we understand a problem we're going to take it on we're good this is the approach we're going to take and this is how we're going to do it I think all stories should have these four sections I'll talk more in detail about them in a second a title a description of the situation a problem statement which we'll talk about more and then eventually after you've done some design the approach you're going to take to doing it so when I talk about stories contributing to the top story I'm talking about early design stories right we said we want to agendaize design activity we're gonna have early stories that are about doing design they're going to contribute to a top story which will be sort of your lead story to move forward all right so this is an example sorry this is not an example top story it's just an example of a story with a decent shape right does this uh thing people are talking about I wish I could use closure you know Java streams enclosure seek functions the description which is about the situation in the world without necessarily talking about what's wrong the problem which is talking about what the challenge or obstacle is to that and then the approach this talk is going to dig into the details of all these things but that's what a story is and the top story will look like this but it will be about the overarching objective all right so I sort of talked about this already design progress we're going to do we're going to measure in terms of increasing our understanding and tracking the decisions we made but importantly why what's important is that this is not a checklist kind of thing I'm not going to say that any of the activities I'm enumerating are necessary or that you should put them in a list when you get home and then say we're going to do richiki design by checking off these things that is not it right you're going to do whatever these things make sense in order to move your own understanding forward so I do think that this moving forward this linearity of design is a real thing uh you know this is tremendous pushback or there was a tremendous pushback against waterfall development this idea that you analyze Your Design you spec you code the thing and then you deliver and isn't that horrible you know isn't that awful and it was it was awful because I think there were uh organizational structures put in place that had you know one person doing this part and then dumping on the next person who did this part and then dumped on the next person so I could handle this thing I was like do you realize all these things about what you did were not right but we've replaced that we've replaced that with uh a non-idea which is this idea of iterative programming and this Latin for do-over is not a joke that's what iterative means do over and I don't think do-over programming is a thing I don't think that's a way to make anything that's really good incremental is probably a better word so we're going to try to move forward and increase our understanding it is not monotonic we will think something is a good idea we will learn some more stuff and we will say nope that wasn't a good idea and we'll we'll try another route up but the uh the cool thing about the word phase is that it means appearance like phases of the moon like you you did something and then you saw the next thing you saw the next step it's not like you know you programmed it into your nav and it said here's everything that's going to happen in your future there's no nav for software development so it's okay it's not monotonic you want to stay open-minded you will backtrack the one thing I will say is if you're backtracking say so so like say look we thought we had an approach that worked we started to look at some of the implementation details we found another problem where we found that we didn't really understand the problem or we can't do what we intended and now we are going back to a prior phase where we're going to try to find a different approach because there were obstacles in our way extra points for the King Crimson reference uh did anybody get the Concordance all right that was a low that was a low probability all right uh so I'm not gonna I'm not gonna break these down now because this talk breaks down all these things describing diagnosing delimiting the problem choosing a direction at a high level choosing particulars at as implementation details and then doing it uh the one thing is that I do think that these are phases that kind of lead into one another but on an overarching level there will always be the potential to do deciding and in this case when I'm saying deciding I'm talking about scoping right you may encounter a problem and you've required some level of understanding of it and said we're not doing anything about that or you've you know gone through and seen what the various approaches are and found that no approach will cover more than 80 of the problem and you're going to say that other 20 we're not going to do or someone's going to tell you there's no money for your project and you'll say all right well that's that so this deciding doesn't have a spot uh in the in the order you need you're going to be ready to make decisions hopefully at any time so describing literally just means to write things down in the very first phase of design is just to write down what you're hearing right users are complaining about whatever people in slack want X everybody says closure sucks because blah you know whatever it is you're hearing things and you just want to capture that maybe you've seen failures in a system right remember what the thing that you're trying to take on now has to do with a bug so you have bug report so you have exception stack traces or you have logs from uh production systems it doesn't matter what you're going to be doing here is just writing it all down maybe having more logs gathered maybe having more conversations to people right with people to get to get the information so what do you know something seems wrong with the world right what do you need to know you need to know like what how well how big a problem is that where is it what are its impacts things like that what you're doing you're observing and you're listening and where are you going you're trying to produce two things out of this an initial story that top story the title for that and also the description paragraph for that so subscription paragraph it should just be a paragraph it should be the situation you find yourself in the symptoms or those problem reports all those things you just want to capture the high level view of what they are you can point to the details the very important thing about this is that you're not saying right now what the problem is right this is I have a headache you're not saying you know because I have a brain tumor because you could have a brain tumor or you could have not had enough water today or your eyeglass prescription could be wrong right that's not what you're saying you're talking you're saying patient has a headache so you just don't say what the problem is you say what the symptoms are what the complaints are and things like that if somebody has a complaint that seems to incorporate the problem do not accept that as a fact right just say somebody said they think this is the problem okay and we're going to write that down in our top story the next phase is to diagnose the problem and diagnosis in another great word it's not Latin it's Greek and it means to know across that a cross is the dire part like diagonal or diameter same same root nusses to know uh I was again I get looked it up and it was super cool that this is what it meant because I do think that this is a Crossing this is a movement from one possible set of knowing to another set of knowing and there's two kinds of problems I'm gonna I'm gonna say that we're you know we're talking about design for both of these one kind of problem though is like your thing is broken and you're trying to fix it another kind of problem uh is that people want a feature or you want a feature or somebody talked about some feature or and hopefully that feature is about a problem so you need to go from the feature to the problem so what do you know you know the symptoms and the context that's what you just did uh what do you need to know you need to know the cause so now we're going to go and say all right well you have a headache here's five five reasons why you you know you might have a headache so you have a good description that's what you did before and you have the evidence that you collected before and where you're going is you're going to try to figure out what the problem is so I'll take these in two different parts diagnosing bugs is a knowing across from a symptom to maybe multiple possible problems and finally down to you know what's actually what's actually wrong it's your eyeglass prescription is off you need you need better glasses that's why you're getting headaches all the time so you'll have hopefully more than one hypothesis this more than one it's going to come up all the time design is not you know thinking of one thing and then writing it out that's not designing that is designing is about thinking of more than one thing that's like the first skill you should have is if you think it's one thing just think of a second thing think of a second possible reason if you're on a team have everybody try to think of a reason of course if you're playing that game you don't want to go last so uh and then you're going to need to address them and the one thing I would say here is that address them one at a time in other words explore these things one at a time people will get a bunch of ideas about what's wrong and they're like I think you know the system's falling down we're getting this exception I think it's either uh you know we have a bug in our code there's a bug in the library code there's a bug in the jvm solar flares you know uh and and then they'll be in the code or running something like looking for all these possible things you just don't do that you need to pick one now logic helps you here right sometimes you can look at the possibilities and say you know it can't be that you don't wear glasses so although maybe you should uh so we can use logic to rule stuff out and then there's a bunch of things I'm not really going to dig into any of these too deeply because every one of them would take an hour but you'll have the thing that maybe most likely either due to your Intuition or it's the thing for which you have the most evidence seems like this all the evidence seems to be pointing at that from our intuition standpoint I think one of the most powerful tools you have here is to make the problem space smaller like if one of your hypotheses makes the problem space smaller that's often a good thing to explore early I'm often telling programmers you know that I work with get that into a smaller context right you see a problem in your system well your production system is this big hairy monster you know can you reproduce this problem with just this tiny piece of code can you reproduce it not using your code at all if you think it might be a library you think it might just be an algorithmic you know snafu can you just write a little piece of closure code on the side and and and reproduce it there and a great technique here is the scientific method Stu's given a good talk about this and I'm not going to do that here but for each hypothesis you take on you know formulate a conjecture you're going to try to prove or disprove you're going to design an experiment which is going to be some code you get to write the one tip I will give you here is that frequently people will say I'm trying to figure out this thing and then they'll go and run some tests and then they'll you know need to summarize what they ran and then you'll look at the summary and be like I don't think you've got any information that helps us prove or disprove this conjecture so the tip I would give you is that if you're going to go and run an experiment the very next thing you should do before you write the code that tests the experiment is to write this spreadsheet or the template that says this is what how we're going to display the results this is where we're going to put the results we're going to have a column for this a column for that and rows for these things and you want to look at that template and say yeah you know what if we filled this out we would know everything we need to know to do this conjecture and then write a program that can provide the values for that template don't exploratory code and then wonder why you didn't get the answers that you need to do it okay much trickier and much more common and much much more commonly needed and much less frequently exercised is the knowing across from a feature request to the actual problem right so people ask for features laws I wish you had this I wish you had that you do also right you have your own internal feature requests your backlog and things you thought might be good features we don't have feature X is never a valid problem statement right if you need proof of this you only need to look at a modern car you know which has a touch screen you know where no one said you know I need to slide my finger on some random piece of glass to a precise point to set my blower in my car while I'm driving right no one has ever said that right but somebody did say we need touch screens because you know young people will never buy our cars right this is what happens when you're not talking about the problem so we're trying to get from a feature request from a feature request to a problem for which that feature is one possible answer so there's two things that happen here that were magical one was you went from feature to Problem the other is you went from one answer to maybe an open set of answers that's where you get the flexibility to do design if somebody's just going to cram down you know it's time to make the toaster uh well you may not be solving a problem right so here are the exercises to say take the feature requests or your own feature idea and say what were your what is your intention here and then what's in your way okay so now you've got these feature requests uh turned into problems and you have just one more step I think before you have a problem statement which is to try to Z Limit it right as you've done this thing you may have a notion of the problem you may have com had conversations about the problem delimiting the problem is really just a matter of saying what is the short concise precise way we're going to talk about the problem that we're going to take on making software to solve right so you know what the problem is you sort of did that in the diagnosis thing all you're trying to do now is state it succinctly and give it some scope all right so a problem statement is this succinct statement of unmet objectives right we're talking about what is the user's intention right and the cause it is not the symptoms anymore we did that in the in the described phase and it's not the remedy we're still that's still in front of us what to do about it right so that if that still exists if any sort of what we're going to do about it is still present here you want to get rid of that right at the point you've got a problem statement you're going to be able to do two things with your top story you're going to be able to modify the initial story title was probably something like I think a toaster might be a good idea and now it is you know the user likes caramelized bread uh and there's maybe more than one way to deliver that so you're going to modify the title of your your top story here to try to make it about the problem right we've given somebody a way to accomplish X it's the objective now that's the name of your story this is great when you work in a project management system that isn't like build toaster build Bread Box build whatever but it's like solve this problem solve that problem solve that problem and you look at like what you've done that ladder list is way more satisfying than the one that's just Feature Feature Feature Feature uh so the other thing you're going to do is you're going to now add another thing to that top story you had the title description now you're going to have that problem statement right this is not forever and ever and ever you're going to refine this you may have gotten it wrong you may have you know missed subtlety you'll discover later so this is another thing that needs maintenance but it's also it should be short it should be a paragraph that says what the problem is this is super important if you do not have this and if you do not relentlessly focus on it you run I think a very high risk of asking somebody to slide their finger around on a touchscreen while they're driving in order to Turn up the radio all right so now I'm going to talk about two things of sort of Direction and and uh uh like strategy and tactics and I I'm not trying to imply that you will always have this differentiation or your thing will be layered like this but uh certainly if it's a bigger thing you will likely have two phases here you'll have a direction setting moment and then you'll have many implementation decision moments where you're going to be doing similar things just at a different level about a different level of detail so at the direction stage it's about strategy right strategy means to be a general or to lead and fundamentally it means about where are you going right we're all going to follow you that way the things you want to capture here is you want to capture those intentions and objectives of the user not how but what they're trying to do and you're then going to start thinking about what are the ways that you could possibly address address it we're going to call them approaches and these are high level and I'm not trying to enumerate them all here but a very basic one would for instance be are we going to try to provide an automated solution to make this happen for the user or are we going to provide a tool for the user to you know do it for themselves that's a kind of directional decision that you want to you want to make so you know what the problem is what do you need to know you need to know about the user objectives in more detail you're going to dig down a level on the user objectives you're going to enumerate a bunch of possible approaches you're going to try to decide which one is best so this is a big this is a big phase and along the way you're going to have to have reflected about what matters to you in making this decision right and then what are you going to do about it here you're going to you've already got the description the problem statement you're going to want to walk out of this phase with enumerated use cases you want to walk out of this phase which with what I'll call a strategy decision Matrix I'll show you that in a second but incorporates the criteria for deciding the approaches you might take and the trade-offs of each you'll also be doing the high level scoping thing which could include we're not taking this on right now but it may include we're not going to provide an automated solution because that's going to be too big we already have that sense but we may provide a tool for the users to help themselves do this thing and eventually you're going to get something to write in your top story that is the approach you're taking so use cases I think everybody thinks they know how to do use cases and that's usually not what I want to see in a use case because I think again there's two phases the best first phase for use cases is to talk about only what people intend to accomplish what what they like to be different about the world what they wish they could do not have right so you're going to make a little tiny sheet that says intention intention intention now it's got a how column that's that's blank I don't believe in this you know make a card that says the user should put a push a button it's going to be this color and we'll do this thing I mean if you want to do that that's great that's not what this talk is about later you'll have a strategy that you've chosen and you'll go back actually you'll know a little bit more about how you're going to implement it and you'll go back and say you know what we're actually going to do we're gonna give the user freaking knob for the uh volume please all right so here we go this is about a template for a use case should be it's not very sophisticated right but always put your problem in A1 right just remind yourselves this is what we're thinking about right if you leave that off I don't know what I don't know what this sheet is about you're going to fill in column A objective objective objective right I wish the radio was louder I wish I could make the radio louder I wish I could turn it off I wish I could mute it while my phone call came in not how these are just things I'd like to be able to do and then how you'll do later all right so this is real again we really do this ever heard about Morse today maybe Rebels successor this is a lot of things you could do with more a lot of context in which you could use Morris in a lot of ways you might want to connect more to your stuff and we were just sort of brainstorming and this is not a giant thing this was you know we sat and talked for 40 minutes and this is what we did while we were talking we made this sheet we filled it out and we talked about uh what was what but in the in this use case phase we'd only do a right this is a completed story that uh shows B column B the how as well all right so the other big technique in this phase is the decision Matrix and this is the heart of the talk is to talk about decision Matrix I used to do this when I was mostly designing by myself in org mode but I am a complete convert that the best way to do this kind of design and this phase of design and this this work is in a spreadsheet and in particular it's in a spreadsheet that's a live editing spreadsheet so we use Google Sheets for this thing right so what is a decision matrix it's a spreadsheet it's a spreadsheet that more than one person can see at the same time and edit at the same time I don't know if somebody else I'm sure Microsoft has one uh A1 will be what what decision are you trying to make what problem are you working on always A1 if I come up to your project and you want some design mentoring and A1 is not filled in guess what we're going to be working on A1 have a good problem statement you can copy your problem statement you know right in here often though this is more specific decision but it should be related to that keeping your problem in your face is super important it should just be always like this problem is just haunting me and I'm seeing it which means I'm forced to think about it as an external stimulus that's also critical all right so what are you going to have you're going to have different approaches to solving the problem these will be your columns uh the first of the columns will label the rows but the other columns will be your your various possible approaches you'll have criteria right how are you going to make this decision these will be the rows right except the very first row or two labels The Columns and finally you have the interior cells which is the aspects of a particular approach from the perspective of that criteria that's what goes in the Inner Cell I do strongly recommend sheets over docks here docs are linear and they do not support contrast which I'll talk about in a second so this is a template for a DM I don't think I've Zoom this one in right this is not real this is just a template the upper left corner A1 what problem are you working on b c d e are the current are the approaches you want to take if you have uh if you're modifying A system that already kind of does this or has a lacking in this area make that the first approach right the first approach is do nothing like where are we at what does our system do right now usually there'll be something not great in that column and then you have other approaches I'll talk in detail about that in a second right and then down the rows are Criterion Criterion Criterion and inside we have the aspects where we're going to talk about how the approach deals with Criterion so the approach is we're going to label them in the top again you need to be succinct but don't take goofy names don't do super shorthands if somebody walked up to your thing and they read just the first box of column C would they understand what comsy was really about or did you shorthand the meaning of it away if you if you can't get it done in something that's more like a title like in row one take a second row and put in you know a sentence length thing you need for what you're talking about to be super clear I've seen a lot of people just struggle here because they have columns and it's not actually clear what this column is about what strategy what approach this is about put enough detail in there so you can distinguish the two and then freeze those rows I already talked about using the first column first approach to be like what you do right now you want to think about other people do right this is stuff from hammock driven development and then you're going to have your own first ideas about you know possibly good approaches the main thing I want to do here is this is not it's emphasize this is not a shopping exercise this is not just like well I've got what we do what other people do and my first idea and let's we're going to pick one that is not what it's about it's about going through the exercise of examining how they differ from each other what their qualities are and hopefully driving the birth of one or more new columns new approaches this is a place where you can innovate uh so it's not it's not shopping all right criteria this word is very important it's not characteristic it's criteria criteria it's a means of judging deciding critic critical all those words are about making a decision and about saying positive and negative things about things so that you can judge but what is the basis for that judgment well that's that's something that's got to be reflective right it's not in the problem it's in how you feel about addressing the problem I mean that some of it is driven by the problem right if you're if you're if your approach doesn't solve the problem at all if it doesn't make the headache go away well it's not really an approach to getting rid of somebody's headache so you will have some rows for solving the problem but you'll have a bunch of other rows potentially that are about meta characteristics of this approach how much development time does it take is it compatible with what we've done before is it going to possibly break things right how much does it cost how much will it cost to operate is it allowed by you know some regulatory thing you're going to have a bunch of things that are candidates for rows but you should never like fully enumerate them in advance every time you take on a problem you're going to need to be selective about what matters and only put in what matters right so you want things that are salient or relevant Sally it means it's an aspect of this thing that sticks out right and relevant means that it's an aspect of this thing that matters to our problem right if you have you know one of your columns is you know a live Bunny and another one of your columns is a tank in a bunny suit right you're not going to have a row that's like well what color is the fur or like how soft is it right you're gonna have a world that says like how much lettuce does it eat and you're like can it crush a truck and what kind of ammunition does it need right the things that really distinguish these two things like say well maybe we don't want to I don't know how much does the tank weigh we don't want a really really heavy bunny all right so it's not characteristics it's criteria and then we're going to have the aspects this is again succinct description that goes in the Inner Cell uh I you really want to write some words here you really want to help people understand when this approach you know when you think about this approach from this perspective or when you look at this approach from the perspective of this criteria that's what aspect means look at something when you look at it from that this is what you see it should be like it should be words here not mostly not yes no true false that kind of stuff try to say you know if it if it doesn't say how it does it not that yes it does it say how it does it because you're going to have two different answers that both have a yes but how they do it differs write down how they're doing it not just yes they do it yes they have it they have do they have a backup strategy yes yes well you know one may use floppy disks and one may use replication so say that the other thing you want to do here is you want to avoid subjective judgment in your text don't do that right just write what the facts are when we look at this from this perspective this is what it has or maybe it doesn't have this right and then what I'd Advocate and what we do is we use colors right which you saw before some colors on this sheet to show subjectivity this is the only place that we use subjectivity on the sheet right if something is just okay for this we leave it neutral clear if there's some challenge or negative characteristic to the way that this approach deals with this Criterion and we'll color it yellow if the way it does it seems completely blocking it's as prohibitive to us prohibitive to the user failing to answer the problem we'll color it red so it's kind of blocking and if it's particularly nice uh desirable or better than the others will color it green you can as a shorthand just start with pros and cons rows right here's my approaches here's the pros of this and here's the cons of this but the thing is maybe you're picking between you know two libraries and uh you know one of the libraries says I have really low latency and the other one says I really have high throughput right and these are their features well okay that's two Pros but you haven't looked at the high throughput one on the basis of what is its latency and you haven't looked at the low latency one from the perspective of you know how is its throughput so until you've broken up these things so that every Criterion gets its own row you're not going to have the ability to contrast right what we're trying to do is to get things next to each other that are different right that's what makes our mind go we love edges we love seeing edges you need to create edges in your ideas that's what's going to trigger your thinking all right this is a real DM here uh right we're trying to think about we are thinking about this is not something we're shipping yet uh how do we deal with functional interfaces in closure there's a lot of ways to do it there's you know this sheet goes goes over there but you know there's a concise problem statement in A1 you can't use Java methods to take Java functional interfaces without using an adapter or reify today column B is what we have today right people are writing reaphile up they need to know the types that they're trying to Target it's a lot of redundant stuff that column is kind of a lot of orange which is between yellow and red and yellow uh so and then there are other approaches which are good it's rare that something is totally amazing all right so some tips about doing a good DM avoid the all green column that's very unlikely that's a sign you might be rationalizing right nothing is like totally wonderful avoid undistinguished columns if you go through in those two columns and they're not different in any way you're probably missing a row you're probably missing some criteria that distinguishes them and you want to find it right I talked before you don't want an exhaustive row set right you don't want a predefined row set and you don't want like every characteristic of every possible approach you just want the ones that matter and relentlessly move up and the other nice thing about a spreadsheet is you can move rows up just drag them and they go up so keep pushing up on your spreadsheet on the things that most distinguish your different approaches no one cares about pages of pages of like everything's the same on this on this from this perspective right avoid links or kind of references out as your primary cell content write something there the key here from a thinking standpoint is you are seeing the stuff that matters if it's a link you're seeing nothing you've got to go break your concentration and go follow the link down you can have links as supplements don't use the features of these things that allow you know like comments I see like a little you know triangle in the corner like what is that I got a hover or click and now it's over here if you have a question about something or you think it's bad or whatever you know just write it you know on the cell next to it or in the notes you'll see a lot of these things have notes columns just write it in the notes so it's in someone's face now they have to opt into seeing what you think you said what you think and you put it in their way and then avoid phrasing the criteria as questions this is because you want to be able to write questions in your sheet and you want to be able to search for them right as you were going you're like I wonder if this can do this I wonder if this will be fast enough I wonder if we should be thinking about this thing uh if you if you phrase your criteria as does it have this question mark does it have that question mark then you can't search for question mark and find your questions all right so what do you get when you do this you're going to have a good description of the problem you're going to have a bunch of approaches with good descriptions of those you'll have made decisions about what matters you'll have done that that introspection right so it's reflective you'll have details about how everything approaches it and you'll have an at a glance subjective assessment so I can quickly if I'm coming into your thing and you've done this I can quickly see what you think is good or bad or what you're trying where you think the trade-offs lie and all the subjectivity is in one dimension right if I don't agree with you I can take your sheet dupe it and change all the colors to blank and I will be dealing with something with no subjectivity left all right so what what are the benefits benefits of having done this well certainly you get to come back later and resume your work somebody else can join you in the thought process and arrive late and catch up while more than one person is working on this you all can be looking at the sheet this is so much better than just gabbing on zoom and having everybody take independent notes and then maybe trying to reconcile those notes we always make a sheet and stick it in our face and type into it while we're talking and it means that you're going to have shared understanding you're going to be able to say I don't think you're saying that right I don't think that you know that is the case that's good that's the Socratic method saying you know questioning is that really true the other thing I think happens as you've done this sort of cutting up and and pick the criteria is you're starting to do abstraction you're trying to see well I had five possible choices but only two ways to do this right you're learning the physics of the problem there's only two ways to do this there's only one way to do that everybody does it the same way maybe there should be another way you could ask the question and you're finding characteristics that maybe you want to lift later as abstraction and then this is the kind of thing if you do this during the day I promise you you're going to get new ideas when you hit the hammock or the bed all right and then the next phase of design next phase of design is design and I purposely made design a phase of design because this design is about Mark out a plan for doing it right this is the actual traditional notion of design by putting in the context of what is design because you actually cannot start here you can't just say I'm doing Design This is the first thing I'm going to do I'm going to start talking about how I'm going to make something you see now you will have skipped over all this other stuff that's valuable so uh so now you'll actually be down to all right we have an approach we've chosen to take uh we think it's the eyeglass thing now we're going to go and try to figure out how to make it or maybe we've figured out we're going to want a knob and we have to figure out where to put it and should it be grippy or should it be slidy Hint it should be grippy should it be detented or not yes it should be detented you know this kind of stuff all right so what do we know we know the problem and the direction already and you see this you're gaining power you're gaining velocity you're gaining confidence right you know the direction you're going to take what do you need to know well you you've got uh maybe an approach you're going to take but not exactly how you're going to implement it right now is where you'd be talking about like what's the API going to look like we've decided to make an API we decided to make a library for people to use to do it on their own we're not going to automate it but now you'd be talking about like was that API going to look like was the signature is going to be same thing is going to happen hopefully you're going to create more than one idea then you're going to try to pick the best you're going to use the same techniques to decide right criteria the other thing that's new here and different is before with approach we want to know in detail what are the user's intentions now we get to talk about right as we make implementation decisions we can go back to that use cases sheet and say this is how they will do they will accomplish their attention given the solution that we're intending to make and the implementation decisions we're choosing right now right so what do you got you have the use cases and you have this DM you're going to have more DMS right these can be very light 15 minute exercises we need to make this choice you know we need to do something here what are our choices boom what's the trade-offs of these things this that or the other can be very lightweight what I'm not talking about you know suffering over every decision talking about just trying to be considered as often as you can this is when you may do diagramming you're certainly going to as an outcome of doing these DMS you're going to make implementation decisions you're going to go back to that part of the story which is the approach and which has the direction in it right now and you're going to add the details if you I don't know if you remember back to the other thing but we said like what are we going to do about this problem we're going to have these three apis right uh and you're going to be able to do this and then you go go back to your use cases and fill in the how column it's certainly possible that in doing I talked about this before and doing the implementation details you may actually need to go back and alter your scope we we thought we were going to do this and we didn't find a way to implement so that wasn't going to be too much work or too possibly risky in in altering code that we already had and we don't want to take on the risk of of that much change and then you're going to back up all right this is a real implementation DM for something we did already ship right which is the you know we had this problem right newcomers to closure uh don't know Java they don't know there's a Java math thing and they don't know how to do you know cosigning and you know it's just this hurdle for people but there's a lot of different things you could do about it right you could do nothing and say all right well we'll we'll give you a better way to find the javadoc so we have these characteristics the same thing right we could do static Imports we could have a program that gen's the thing from the Java which is what we ended up doing or we could hand code and we're looking at these trade-offs so that's how we do that diagrams are out of scope again I could talk for an hour about this but this is when you you want to use this when pros and tables are inadequate a lot of times when you're talking about flow relationships between things you know visual representations are super important so you want to do that the one tip I would give you here is this is not just about diagramming what you're going to do you should diagram what's wrong right if you don't know how things are going to flow if you have this problem of you know I only know this here and in Our intention we need to know it over there we'll draw the diagram that shows you know I have a question mark about how this gets over there because we presume that this knowledge would be here or would be in this database and we haven't decided yet how it gets there so diagramming your problem before you diagram Your solution is is a good technique and finally finally you've done all this design you've got this top level story that has what is wrong what if people you know what's the context what is actually the cause what's the strategy you're going to take what are the details of the implementation choices you're going to make you know why you're doing things you know how you're going to build it you should have a very high confidence that what you're going to build is going to work you have a ton of supportive material right this will help you do it when you're trying to do it you don't have to remember you'll look at the work you did before if you need to grow the team or hand it off to someone else you have a lot of stuff to give them and then the contention I will make in this talk is that I believe very strongly that if you take this kind of rigorous approach to doing design the thing you will make in the end will be smaller and more General you know a lot of times people like you know but we like this about closure we like this about that about closure and it comes from this kind of a thing right it's just you keep cutting it down and cutting it across and you end up with small things that are more composable and more General due to having done the design so obviously there's a million talks about how to do Dev I think people have strategies for CI whatever This Not That Talk the one tip I would give you is don't build something on the same day you think of it why not you haven't slept on it I promise you if you do this kind of work during the day and you start coding in the afternoon the next morning you're like that no that wish shouldn't have done that so just don't even bother you know go out for coffee or you know talk about something else uh but give it a day all right so thanks I want to thank especially Dan he's not here but he's been tracking me doing a lot of mentorship of design and taking a lot of notes which really helped me build this talk and you know Stu and Alex and all the people I work with on the Collision day Atomic teams uh you know we do this I think it's hard to do and I think it's hard to learn but I think you can do it you can learn it and with practice uh you can accomplish things so thank you very much