Yet from the responses to those posts, it’s become clear that for many people, maybe even most, this is not ‘obvious’ at all

Over 4 million people trust CloudApp

Similarly, we use an opportunity algorithm to quantify which of the customer’s desired outcomes are unmet, and to what degree. A desired outcome statement is a uniquely defined need statement that describes how customers measure success when getting a job done. We assign a number to a desired outcome that indicates whether products or services used in a given market adequately or inadequately serve it.

Yet many teams struggle to achieve a unified way of evaluating what they’ve delivered. Only 1 in 10 have a process for assessing the success or failure of newly-launched products and features.

For the product teams lacking a systematic way of logging these feature requests, pain points, and other bits of user feedback, a lot of valuable information ends up slipping through the cracks.

I think Vue does a really good job comparing itself to other solutions out there.

I’d still be interested in Svelte making things easier so I’ve opened a feature request for Reactive statement cleanup functions.

We created a strategy that focused on providing some of that in-store expertise as content online. We called it non-product content because it was aimed not at selling you something, but at helping you achieve a task

I started Solid years ago before I thought anyone would be interested in using it. I only started promoting it because it had already achieved the goals I had set out for it.

He says that he sees the combination of long form pieces and Q&A as a new level of support. “We used to have level one, which was sending a ticket to the help desk, and it was something we could easily resolve for you. Level two was a more complex problem that maybe required an engineer or specialist from a certain team to figure out. I look at this new system as a level zero.” Before sending us a ticket, folks can search Teams. If they find a question that solves the problem, great. If they need more details, they can follow links to in-depth articles or collections that bring together Q&A and article with the same tags.“

This last characteristic may be the easiest to evaluate. Unless the position is very junior, I’ll usually hire product managers who’ve actually shipped a product. I mean from start to finish, concept to launch. Nothing is a better indication of someone’s ability to ship great products than having done it before. Past performance is an indication of future success

I always insist that at a minimum, representatives from engineering, design, and marketing meet a potential PM candidate.

I often joke that much of the time your job is to be the advocate for whoever isn’t currently in the room - the customer, engineering, sales, executives, marketing. That means you need to be capable of doing other people’s jobs, but smart enough to know not to. Great PMs know how to channel different points-of-view. They play devil’s advocate a lot. They tend to be unsatisfied with simple answers.

So what do I look for in a PM? Most importantly, raw intellectual horsepower. I’ll take a wickedly smart, inexperienced PM over one of average intellect and years of experience any day. Product management is fundamentally about thinking on your feet, staying one step ahead of your competitors, and being able to project yourself into the minds of your colleagues and your customers.

2. Develop specific superpowers — don’t just rely on being a smart generalist.

Whatever the future intentions of the PM, one thing remains for certain: this position is at the intersection from where founder strategy, user feedback, development team management, and market awareness come together. From what’s been said, it certainly appears that this is not a role that you “fall” into, but rather could aspire to be in.

What’s more, to be a good PM, individuals also need to understand that it’s all about the bigger picture. Great managers “win” games, meaning that it’s not about getting a product out the door, but by ensuring that over the long-term, the team helps solve a larger problem. Nash says it’s not about getting an “E for effort” and brush off things that don’t work.

The product manager isn’t the one that’s just sitting around overseeing the various teams and seeing whether it’s on track to meet the scheduled delivery or launch date. They are the ones who need to understand the market and that means knowing who the competitors are, what consumers want, and being able to help the marketing and sales teams better target them.

More tactically,helping your team often means being the person who writes and summarizes notes after a long meeting, or writing a spec to make sure you have captured the team’s consensus and plan in written form.

A lot of people describe a product manager as a CEO of the product or the “owner” of the spec, but I think that over-ascribes influence and authority to the product manager. The best teams operate in a way where the team collectively feels ownership over the spec and everyone has had input and been able to suggest and promote ideas. The best product managers coordinate the key decisions by getting input from all team members and are responsible to surface disagreements, occasionally break ties, and gather consensus (or at least ensure that everyone commits to a plan) when decisions get made.

Great product managers understand the very tricky balance between getting it right and getting it out the door.

While shipping matters, the best product managers help the team make sure it’s the right product. Building something that doesn’t exist yet is always fun, but never a slam dunk.

More importantly, once shipped, the best product managers can measure whether the product shipped is the right one. They should work closely with the team to make sure the right moments in the product are measurable, and that the hard questions about whether people are really using the product can be answered.

Great product managers listen to user feedback all the time — whether it’s from usability tests, meeting users in the field, reading support emails or tweets, or working with the people in your company who do all of those things on a daily basis.

Yup, which was released six years ago, is obviously a more popular choice at this time. Zod is smaller in size, probably because it doesn’t have as many APIs as Yup, but it’s sure to grow as more features are developed.

This will enable Material-UI to stay relevant in the long term.

you could imagine my extreme disappointment after i came back after a year and a half to find that the entire exploration map was about 80% smaller, every different island was within clear view of your starting island completely decimating any sense of adventure or exploration you could have had.Almost all materials could be collected and all items built within four and a half hours. Islands are literally numbered one to five to display they're level of danger.not only that but you were practically spoon fed each advancement in the game, it feels like it was taken from a greatly ambitious open world, exploration survival game that would take months to finish and achieve everything in. To now being an arcade style iphone app game catered to ten year olds that would foolishly enter their parents card details in order to buy 10,000 roblox coins.

I have over 689 hours into this game and would like to talk about the changes made to the Exploration. In my opinion the Exploration which made this game amazing now stinks!. You know longer need a ship to hit the islands. The exploration has pretty much been removed. One of the things that made this game so amazing was grinding to make your ship and heading out to Explore and find the other islands. Now all the islands are really close to the spawn point, there are not that many and well they stink. There is no reason or need to make a ship because you can easily reach all the island with a raft.

News can no longer be (only) about the mass update. Stories need to be targeted to those who might be able to improve the situation. And journalism’s products — which are more than its stories — must be designed to facilitate this. News needs to be built to engage curiosity about the world and the problems in it — and their solutions. People need to get lost in the news like they now get lost in Wikipedia and Facebook. There must be comprehensive stories that get the interested but uninformed up to speed quickly. Search and navigation must be improved to the point where satisfaction of curiosity is so easy it becomes a reflex. Destination news sites need to be more extensively hyperlinked than almost anything else (and not just insincere internal links for SEO, but links that are actually useful for the user.) The news experience needs to become intensely personal. It must be easy for users to find and follow exactly their interests, no matter how arcane. Journalists need to get proficient at finding and engaging the audience for each story. And all of this has to work across all modes of delivery, so it’s always with us. Marketers understand this; it’s amazing to me that the news industry has been so slow to catch on to multi-modal engagement.

you could say the same thing about a lot of new productivity apps as well - they’re trying to capture something intangible about the way we work, collaborate, share and organise. Now that we’re all locked down, half the software engineers on earth are sitting at their computers swearing at their tools and thinking of new ways to collaborate, with video, text, voice, screen sharing, or something else again, and with synchronous or asynchronous models, or something else. But the interesting ones here aren’t just ‘video’, or ‘screen sharing’ or ‘notes’ - they’re bets on how to present that differently, and to work differently. They’re bets on psychology and on how people might feel about working that way.

For me the best part of Upcoming was being able to see what events my friends are going to. With their redesign, Upcoming decided to hide that behind two clicks. Now when you go to the site, I see whats popular in San Francisco, but I have to click to see what my friends are upto. Even on an events page, I can no longer easily see if any of my friends are going there. Instead I am shown the groups and tags. But I have to click to see who is attending.

I kind of wish there was an HN like job site that was widely used in corporate America but didn’t have all the ‘content’. Just an online resume

Theoretical Yields When reactants are not present in stoichiometric quantities, the limiting reactant determines the maximum amount of product that can be formed from the reactants. The amount of product calculated in this way is the theoretical yield, the amount obtained if the reaction occurred perfectly and the purification method were 100% efficient. In reality, less product is always obtained than is theoretically possible because of mechanical losses (such as spilling), separation procedures that are not 100% efficient, competing reactions that form undesired products, and reactions that simply do not run to completion, resulting in a mixture of products and reactants; this last possibility is a common occurrence. Therefore, the actual yield, the measured mass of products obtained from a reaction, is almost always less than the theoretical yield (often much less). The percent yield of a reaction is the ratio of the actual yield to the theoretical yield, multiplied by 100 to give a percentage: percent yield=actual yield (g)theoretical yield(g)×100%(3.7.29)

Most people think you build the product then you market it. Thinking in loops means you build the marketing into the product. The product doesn't precede the marketing. The product is the marketing.

content Gray Hat Python

A few of our 17,000+ customers

We're closing the Support Forum issue tracker in favor of the Community Forum and support channels. We recognize that the Support Forum issue tracker has not received much attention in the last few months, and want to redirect our community members to locations that are regularly monitored by GitLab staff. As a result, this issue will be moved to the GitLab product issue tracker and triaged there.

The folks at Netlify created Netlify CMS to fill a gap in the static site generation pipeline. There were some great proprietary headless CMS options, but no real contenders that were open source and extensible—that could turn into a community-built ecosystem like WordPress or Drupal. For that reason, Netlify CMS is made to be community-driven, and has never been locked to the Netlify platform (despite the name).

1Password wasn’t built in a vacuum. It was developed on top of open standards that anyone with the right skills can investigate, implement, and improve. Open tools are trusted, proven, and constantly getting better. Here’s how 1Password respects the principles behind the open tools on which it relies:

Automattic uses WordPress to power WordPress.com, and it contributes back code and time to the WordPress project. It is a symbiotic relationship. It isn’t accurate to say that WordPress is Automattic’s product, or that WordPress came from Automattic. Indeed, the opposite is true — Automattic came from WordPress, and Automattic (through WordPress.com) exists as part of the vast WordPress community and ecosystem.

It doesn’t.What it does do is teach AI to recognize various things and fool you into thinking you’re getting better security.When you get something for free, you are the product.

We have a fantastic community here, full of very helpful and knowledgeable people

Over 100,000 organizations rely on monday.com

Trusted by the world's most innovative businesses.

For mainly two reasons: I pay for things that bring value to my life, and when something's "free", you're usually really just giving away your privacy without being aware.

Rojas-Lozano claimed that the second part of Google’s two-part CAPTCHA feature, which requires users to transcribe and type into a box a distorted image of words, letters or numbers before entering its site, is also used to transcribe words that a computer cannot read to assist with Google’s book digitization service. By not disclosing that, she argued, Google was getting free labor from its users.

a few brands we’ve secured

Ways to increase Wi-Fi coverage.

Unless you specifically need the open source tool, most website owners will be better served by the hosted version

Hence why we built k6, the load testing tool we’ve always wanted ourselves!

To never block or remove features from k6 in order to make them exclusive to Load Impact’s SaaS productStrive not to delay introduction of new features in the k6 OSS tool, if the feature was planned to appear both there and in Load Impact’s SaaS productTo never introduce into the k6 OSS tool any artificial limits designed to promote conversion to Load Impact’s SaaS productTo work with the community, participating in and prioritize building the functionality the k6 community wants, making it the prefered tool for load testing

With k6, our goal has always been to create the best load testing tool for the modern working developer and that we do this in collaboration with the k6 community. Our revenue will not come from k6 directly, but from premium value creating offers based on k6. These offers will be made available at https://loadimpact.com. Load Impact premium offers will have focus on providing further simplicity, productivity and ease to use functionality.

We believe the key to Load Impact’s long-term success as a Company is to foster an active community of users around k6 as an open source project. To achieve this long-term goal, it is vital that we do not withhold new features from k6 based on whether or not they compete with our SaaS offering.

Load Impact is a for profit organization, and recognizes that there is a need to balance this requirement with the needs of the k6 open source project. In the longer run, we strongly believe that those two needs will rarely be in conflict.

Don’t overpromise

But your customers are not the exclusive source of product feedback. Some of the most valuable suggestions for improvement can also appear during initial sales calls with prospects, internal evaluation of new features in your organization, and during design research and quality assurance motions.

how organizations evolve to pursue a clear product strategy.

“Say you’re trying to test whether people like pizza. If you serve them burnt pizza, you’re not getting feedback on whether they like pizza. You only know that they don’t like burnt pizza. Similarly, when you’re only relying on the MVP, the fastest and cheapest functional prototype, you risk not actually testing your product, but rather a poor or flawed version of it.”

Community Let's start one together!

Now, I'd rather pay for a product that sticks around than have my personal data sold to use a free product that may not be around tomorrow. I value my privacy much more today. If you're not paying for the product... you are the product being sold.

}-lume who seeks to understand the operations of mind.

As an element of self-training, writing has, to use an expression that one finds in Plutarch, an ethopoietic function: it is an agent of the transformation of truth into ethos.

A small blog neighborhood hiding in plain sight.

The issue is that they are often not allowed to work as they need to.  Specifically, in so many companies, they are not truly empowered to work as they need to.

The user's latent factors represent the preference of that user for the corresponding item's latent factors

Example1.40 (Product poset).Given posetsπP;∫andπQ;∫, we may define a posetstructure on the product setPQby settingπp;q∫  πp0;q0∫if and only ifpp0andqq0. We call this theproduct poset. This is a basic example of a more generalconstruction known as the product of categories

product manager as a technical, user-focused team leader working closely with engineers and designers to guide products

Now, in the long run great product management usually makes the difference between winning and losing, but you have to prove it. Product management also combines elements of lots of other specialties - engineering, design, marketing, sales, business development. Product management is a weird discipline full of oddballs and rejects that never quite fit in anywhere else. For my part, I loved the technical challenges of engineering but despised the coding. I liked solving problems, but I hated having other people tell me what to do. I wanted to be a part of the strategic decisions, I wanted to own the product. Marketing appealed to my creativity, but I knew I’d dislike being too far away from the technology. Engineers respected me, but knew my heart was elsewhere and generally thought I was too “marketing-ish.” People like me naturally gravitate to product management.

Research debt is the accumulation of missing interpretive labor. It’s extremely natural for young ideas to go through a stage of debt, like early prototypes in engineering. The problem is that we often stop at that point. Young ideas aren’t ending points for us to put in a paper and abandon. When we let things stop there the debt piles up. It becomes harder to understand and build on each other’s work and the field fragments.

Now that you have your component hierarchy, it's time to implement your app. The easiest way is to build a version that takes your data model and renders the UI but has no interactivity. It's best to decouple these processes because building a static version requires a lot of typing and no thinking, and adding interactivity requires a lot of thinking and not a lot of typing.

You can build top-down or bottom-up. That is, you can either start with building the components higher up in the hierarchy (i.e. starting with FilterableProductTable) or with the ones lower in it (ProductRow). In simpler examples, it's usually easier to go top-down, and on larger projects, it's easier to go bottom-up and write tests as you build.

To build a static version of your app that renders your data model, you'll want to build components that reuse other components and pass data using props. props are a way of passing data from parent to child. If you're familiar with the concept of state, don't use state at all to build this static version. State is reserved only for interactivity, that is, data that changes over time.

Since you're often displaying a JSON data model to a user, you'll find that if your model was built correctly, your UI (and therefore your component structure) will map nicely. That's because UI and data models tend to adhere to the same information architecture, which means the work of separating your UI into components is often trivial. Just break it up into components that represent exactly one piece of your data model.

Its results endure longer too

Bob gained 20 pounds of new muscle, with no increase in body fat!

By dramatic, I mean bodybuilders will double their rate of muscle growth in a little as six to eight weeks! And they can add 1 to 3 inches to their arms--an amazing amount of pure muscle to their legs and calves--even if they thought they had already "maxed" out.

The Bulgarians have developed and perfected a much higher-level training approach that produces results I had a hard time believing were possible.

dramatic improvements in their own results

The approach you're probably using to train with could be improved by nearly 70%!

Outside of the classroom, universities can use connected devices to monitor their students, staff, and resources and equipment at a reduced operating cost, which saves everyone money.

it’s productive to not only think of schools and colleges as sites of learning, but also as marketplaces where goods, knowledge, and services are consumed and produced

frame the purposes and value of education in purely economic terms

often private companies whose technologies power the systems universities use for predictive analytics and adaptive courseware

the use of data in scholarly research about student learning; the use of data in systems like the admissions process or predictive-analytics programs that colleges use to spot students who should be referred to an academic counselor; and the ways colleges should treat nontraditional transcript data, alternative credentials, and other forms of documentation about students’ activities, such as badges, that recognize them for nonacademic skills.

reduce students, to mere algorithms

It starts by rejecting the canard that a university education is just another commodity.

There are outputs, such as graduates, increased social mobility and higher standards of living.

Don't turn students into consumers – the US proves it's a recipe for disaster

“In five to 10 years, most students will buy their postsecondary education differently from the way they buy it now,”

Improve Admissions ROI

which applicants are most likely to matriculate

those who are learners will have more opportunities for growth and success than those who are learned.

the largest consumer of college graduates

You feel like you're engaged in enjoyable play when your thinking has the right level of ambiguity and uncertainty FOR YOU

Researchers have tracked student emotions while using Crystal Island–a game-based learning environment– and used that research to predict how students will react in other learning situations

Letβ:V×V→Wbe a symmetric bilinear form whereVand (W,h,i) arereal vector spaces of finite dimensionnandp, respectively, equipped withinner products.Thes-nullityνsofβfor any integer 1≤s≤pis defined byνs= maxUs⊂Wdim{x∈V:βUs(x, y) = 0 for ally∈V}.HereβUs=πUs◦βwhereUsis anys-dimensional subspace ofWandπUs:W→Usdenotes the orthogonal projection.LetR:V×V×V×V→Rbe the multilinear map with the algebraicproperties of the curvature tensor defined byR(x, y, z, w) =hβ(x, w), β(y, z)i − hβ(x, z), β(y, w)i.Lemma 4.Assume that2p < nandνs< n−2sfor all1≤s≤p. LetV=V1⊕V2be an orthogonal splitting such thatR(x, y, z, u) =R(x, y, u, v) =R(x, u, v, w) = 0for anyx, y, z∈V1andu, v, w∈V2. Then,S=span{β(x, y) :x∈V1andy∈V2}= 0.

second fundamental_form h satisfies h(TpL,xTpLj =0 forallp E M

The product of education should be effective citizenship that is enacted out in the open

because of feelings of belonging and obligation to the community.

“lurkers” who passively consume content.

Content organization refers to features that require little effort from the user and that help fellow users receive useful information about the content. These features include the “like” button and options such as ratings (star ratings or a numerical scale) or tagging content with user-suggested keywords.

if we were to ask people whether clicking on a “like” button next to a short video clip is identical to leaving a detailed comment, the answer would probably be a clear “no.”

Social activity on a website can increase users’ commitment to the site and willingness to pay for its services.

When the tasks that users were prompted to engage in were not presented in increasing order of effort level, users tended to donate and participate less than when tasks were ordered that way.

“calls to action,” issued at different points in time

wring out every ounce of performance

an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.

Flash messages (#233) Static asset build script (#161) Finish registration form flow (#159) Separate detail and bucket views (#162)