rowid,title,contents,year,author,author_slug,published,url,topic 324,Debugging CSS with the DOM Inspector,"An Inspector Calls The larger your site and your CSS becomes, the more likely that you will run into bizarre, inexplicable problems. Why does that heading have all that extra padding? Why is my text the wrong colour? Why does my navigation have a large moose dressed as Noel Coward on top of all the links? Perhaps you work in a collaborative environment, where developers and other designers are adding code? In which case, the likelihood of CSS strangeness is higher. You need to debug. You need Firefox’s wise-guy know-it-all, the DOM Inspector. The DOM Inspector knows where everything is in your layout, and more importantly, what causes it to look the way it does. So without further ado, load up any css based site in your copy of Firefox (or Flock for that matter), and launch the DOM Inspector from the Tools menu. The inspector uses two main panels – the left to show the DOM tree of the page, and the right to show you detail: The Inspector will look at whatever site is in the front-most window or tab, but you can also use it without another window. Type in a URL at the top (A), press ‘Inspect’ (B) and a third panel appears at the bottom, with the browser view. I find this layout handier than looking at a window behind the DOM Inspector. Step 1 – find your node! Each element on your page – be it a HTML tag or a piece of text, is called a ‘node’ of the DOM tree. These nodes are all listed in the left hand panel, with any ID or CLASS attribute values next to them. When you first look at a page, you won’t see all those yet. Nested HTML elements (such as a link inside a paragraph) have a reveal triangle next to their name, clicking this takes you one level further down. This can be fine for finding the node you want to look at, but there are easier ways. Say you have a complex rounded box technique that involves 6 nested DIVs? You’d soon get tired of clicking all those triangles to find the element you want to inspect. Click the top left icon © – “Find a node to inspect by clicking on it” and then select the area you want to inspect. Boom! All that drilling down the DOM tree has been done for you! Huzzah! If you’re looking for an element that you know has an ID (such as
Where do frogs go for beers after work? Hoppy hour!
""); The call to document.write() injects the string passed into the document where it is called. So to display the widget on your page, simply add an external script tag where you want it to appear:Where do frogs go for beers after work? Hoppy hour!
""); Then, it’s up to the widget consumer to implement a callback function responsible for displaying the content. Here’s a simple example where our callback uses jQuery to write the content into a targetWhere do frogs go for beers after work? Hoppy hour!
and its cite attribute.With more than one person speaking, you need to establish a temporal order for the conversation. Once again, the element to do just that is already there in XHTML; the humble ordered list.This project will use XHTML1.0 Strict, CSS2.1 and all that malarkey.
Adding a new note is as simple as adding a new item to list, and if you prefer to add more information to each note, such as the date or time that the note was written, go right ahead. Place your note list at the bottom of the source order of your document, right before the closing tag. One advantage of this approach over using conventional comments in your code is that all the notes are unobtrusive and are grouped together in one place, rather than being spread throughout your document. Basic CSS styling For the first stage you are going to add some basic styling to the notes area, starting with the ordered list. For this design I am basing the look and feel on an instant messenger window. ol#notes { width : 300px; height : 320px; padding : .5em 0; background : url(im.png) repeat; border : 1px solid #333; border-bottom-width : 2px; -moz-border-radius : 6px; /* Will not validate */ color : #000; overflow : auto; } ol#notes li { margin : .5em; padding : 10px 0 5px; background-color : #fff; border : 1px solid #666; -moz-border-radius : 6px; /* Will not validate */ } ol#notes blockquote { margin : 0; padding : 0; } ol#notes p { margin : 0 20px .75em; padding : 0; } ol#notes p.date { font-size : 92%; color : #666; text-transform : uppercase; } Take a gander at the first example. You could stop right there, but without seeing who has left the note, there is little context. So next, extract the name of the commenter from the
This project will use XHTML1.0 Strict, CSS2.1 and all that malarkey.
Those bits are simple and bulletproof.
’s cite attribute and display it before each note by using generated content. ol#notes blockquote:before { content : "" ""attr(cite)"" said: ""; margin-left : 20px; font-weight : bold; } Fun with more detailed styling Now, with all of the information and basic styling in place, it’s time to have some fun with some more detailed styling to spruce up your notes. Let’s start by adding an icon for each person, once again based on their cite. First, all of the first paragraphs of a’s that includes a cite attribute are given common styles. ol#notes blockquote[cite] p:first-child { min-height : 34px; padding-left : 40px; } Followed by an individual background-image. ol#notes blockquote[cite=""Andy""] p:first-child { background : url(malarkey.png) no-repeat 5px 5px; } If you prefer a little more interactivity, add a :hover state to eachand perhaps highlight the most recent comment. ol#notes blockquote:hover { background-color : #faf8eb; border-top : 1px solid #fff; border-bottom : 1px solid #333; } ol#notes li:last-child blockquote { background-color : #f1efe2; } You could also adjust the style for each comment based on the department that the person works in, for example:This project will use XHTML1.0 Strict, CSS2.1 and all that malarkey.
- ol#notes blockquote.designer { border-color : #600; } Take a look at the results of the second stage. Show and hide the notes using CSS positioning With your notes now dressed in their finest, it is time to tuck them away above the top of your working XHTML/CSS prototype so that you can reveal them when you need them, no JavaScript required. Start by moving the ordered list of notes off the top of the viewport leaving only a few pixels in view. It is also a good idea to make them semi-transparent by using the opacity property for browsers that have implemented it. ol#notes { position : absolute; opacity : .25; z-index : 2000; top : -305px; left : 20px; } Your last step is to add :hover and :focus dynamic pseudo-classes to reposition the list at the top of the viewport and restore full opacity to display them in their full glory when needed. ol#notes:hover, ol#notes:focus { top : 0; opacity : 1; } Now it’s time to sit back, pour yourself a long drink and bask in the glory of the final result. Your notes are all stored in one handy place at the bottom of your document rather than being spread around your code. When your templates are complete, simply dive straight to the bottom and pull out the notes. A Message To You, Rudy Thank-you to everybody for making this a really great year for web standards. Have a wonderful holiday season. Buy Andy Clarke’s book Transcending CSS from Amazon.com",2006,Andy Clarke,andyclarke,2006-12-15T00:00:00+00:00,https://24ways.org/2006/css-production-notes/,process 120,Easier Page States for Wireframes,"When designing wireframes for web sites and web apps, it is often overlooked that the same ‘page’ can look wildly different depending on its context. A logged-in page will look different from a logged-out page; an administrator’s view may have different buttons than a regular user’s view; a power user’s profile will be more extensive than a new user’s. These different page states need designing at some point, especially if the wireframes are to form a useful communication medium between designer and developer. Documenting the different permutations can be a time consuming exercise involving either multiple pages in one’s preferred box-and-arrow software, or a fully fledged drawing containing all the possible combinations annotated accordingly. Enter interactive wireframes and Polypage Interactive wireframes built in HTML are a great design and communication tool. They provide a clickable prototype, running in the browser as would the final site. As such they give a great feel for how the site will be to use. Once you add in the possibilities of JavaScript and a library such as jQuery, they become even more flexible and powerful. Polypage is a jQuery plugin which makes it really easy to design multiple page states in HTML wireframes. There’s no JavaScript knowledge required (other than cutting and pasting in a few lines). The page views are created by simply writing all the alternatives into your HTML page and adding special class names to apply state and conditional view logic to the various options. When the page is loaded Polypage automatically detects the page states defined by the class names and creates a control bar enabling the user to toggle page states with the click of a mouse or the clack of a keyboard. Using cookies by way of the jQuery cookie plugin, Polypage retains the view state throughout your prototype. This means you could navigate through your wireframes as if you were logged out; as if you were logged in as an administrator; with notes on or off; or with any other view or state you might require. The possibilities are entirely up to you. How does it work? Firstly you need to link to jQuery, the jQuery cookie plugin and to Polypage. Something like this: Then you need to initialise Polypage on page load using something along these lines: Next you need to define the areas of your wireframe which are particular to a given state or view. Do this by applying classes beginning with pp_. Polypage will ignore all other classes in the document. The pp_ prefix should be followed by a state name. This can be any text string you like, bearing in mind it will appear in the control bar. Typical page states might include ‘logged_in’, ‘administrator’ or ‘group_owner’. A complete class name would therefore look something like pp_logged_in. Examples If a user is logged in, you might want to specify an option for him or her to sign out. Using Polypage, this could be put in the wireframe as follows: Sign out Polypage will identify the pp_logged_in class on the link and hide it (as the ‘Sign out’ link should only be shown when the page is in the ‘logged in’ view). Polypage will then automatically write a ‘logged in’ toggle to the control bar, enabling you to show or hide the ‘Sign out’ link by toggling the ‘logged in’ view. The same will apply to all content marked with a pp_logged_in class. States can also be negated by adding a not keyword to the class name. For example you might want to provide a log in link for users who are not signed in. Using Polypage, you would insert the not keyword after the pp prefix as follows: Login Again Polypage identifies the pp prefix but this time sees that the ‘Login’ link should not be shown when the ‘logged in’ state is selected. States can also be joined together to add some basic logic to pages. The syntax follows natural language and uses the or and and keywords in addition to the afore-mentioned not. Some examples would be pp_logged_in_and_admin, pp_admin_or_group_owner and pp_logged_in_and_not_admin. Finally, you can set default states for a page by passing an array to the polypage.init() function like this: $.polypage.init(['logged_in', 'admin']); You can see a fully fledged example in this fictional social network group page. The example page defaults to a logged in state. You can see the logged out state by toggling ‘logged in’ off in the Polypage control bar. There are also views specified for a group member, a group admin, a new group and notes. Where can I get hold of it? You can download the current version from GitHub. Polypage was originally developed by Clearleft and New Bamboo, with particular contributions from Andy Kent and Natalie Downe. It has been used in numerous real projects, but it is still an early release so there is bound to be room for improvement. We’re pleased to say that Polypage is now an open source project so any feedback, particularly by way of actual improvements, is extremely welcome.",2008,Richard Rutter,richardrutter,2008-12-11T00:00:00+00:00,https://24ways.org/2008/easier-page-states-for-wireframes/,process 119,Rocking Restrictions,"I love my job. I live my job. For every project I do, I try to make it look special. I’ll be honest: I have a fetish for comments like “I never saw anything like that!” or, “I wish I thought of that!”. I know, I have an ego-problem. (Eleven I’s already) But sometimes, you run out of inspiration. Happens to everybody, and everybody hates it. “I’m the worst designer in the world.” “Everything I designed before this was just pure luck!” No it wasn’t. Countless articles about finding inspiration have already been written. Great, but they’re not the magic potion you’d expect them to be when you need it. Here’s a list of small tips that can have immediate effect when applying them/using them. Main theme: Liberate yourself from the designers’ block by restricting yourself. Do’s Grids If you aren’t already using grids, you’re doing something wrong. Not only are they a great help for aligning your design, they also restrict you to certain widths and heights. (For more information about grids, I suggest you read Mark Boulton’s series on designing grid systems. Oh, he’s also publishing a book I think.) So what’s the link between grids and restrictions? Instead of having the option to style a piece of layout with a width of 1 to 960 pixels, you have to choose from values like 60 pixels, 140, 220, 300, … Start small Having a hard time finding a style for the layout, why don’t you start with one small object? No, not that small object, I meant a piece of a form, or a link, or try styling your headers (h1 – h6). Let’s take a submit button of a form: it’s small, but needs much attention. People will click it. People will hover it. Maybe sometimes it’s disabled? Also: a button needs to look like a button, so typically it requires more styling then a regular link. Once you’ve got the button, move on, following the button’s style. Color palettes There are lots of resources on the web for finding inspiration for color palettes. Some of the most famous are COLOURlovers, wear palettes and Adobe’s Kuler. Browse through them (or create your own from a picture), pick a color palette you like and which works with the subject you’re handling, and stick with it. 4-5 colors, maybe with some tonal variations, but that’s it. Fonts There aren’t many fonts available for the web (Richard Rutter has a great article on this subject), but you’d be surprised how long they go. A simple text-transform: uppercase; or font-style: italic; can change a dull looking font into something entirely fresh. Play around with the fonts you want to use and the variations you’ll be using, and make a list. Pick five combinations of fonts and their variations, and stick with them throughout the layout. Single-task Most of us use multiple monitors. They’re great to increase productivity, but make it harder to focus on a single task. Here’s what you do: try using only your smallest monitor. Maybe it’s the one from your laptop, maybe it’s an old 1024×768 you found in the attic. Having Photoshop (or Fireworks or…) taking over your entire workspace blocks out all the other distractions on your screen, and works quite liberating. Mute everything… …but not entirely. I noticed I was way more focused when I set NetNewsWire to refresh it’s feeds only once every two hours. After two hours, I need a break anyway. Turning off Twitterrific was a mistake, as it’s my window to the world, and it’s the place where the people I like to call colleagues live. You can’t exactly ask them to bring you a cup of coffee when they go to the vending machine, but they do keep you fresh, and it stops you from going human-shy. Instead I changed the settings to not play a notification sound when new Tweets arrive so it doesn’t disturb me when I’m zoning. Don’ts CSS galleries Don’t start browsing all kinds of CSS galleries. Either you’ll feel bad, or you just start using elements in a way you can’t call “inspired” anymore. Instead gather your own collection of inspiration. Example: I use LittleSnapper in which I dump everything I find inspiring. This goes from a smart layout idea, to a failed picture someone posted on Flickr. Everything is inspiring. Panicking Don’t panic. It’s the worst thing you could do. Instead, get away from the computer, and go to bed early. A good night of sleep combined with a hot/cold shower can give you a totally new perspective on a design. Got a deadline by tomorrow? Well, you should’ve started earlier. Got a good excuse to start on this design this late? Tell your client it was either that or a bad design. 120-hour work-week Don’t work all day long, including evenings and early mornings. Write off that first hour, you don’t really think you’ll get anything productive done before 9AM?! I don’t even think you should work on one and the same design all day long. If you’re stuck, try working in blocks of 1 or 2 hours on a certain design. Mixing projects isn’t for everyone, but it might just do the trick for you. Summary Use grids, not only for layout purposes. Pick a specific element to start with. Use a colour palette. Limit the amount of fonts and variations you’ll use. Search for the smallest monitor around, and restrict yourself to that one. Reduce the amount of noise. Don’t start looking on the internet for inspiration. Build your own little inspirarchive. Work in blocks.",2008,Tim Van Damme,timvandamme,2008-12-14T00:00:00+00:00,https://24ways.org/2008/rocking-restrictions/,process 112,User Styling,"During the recent US elections, Twitter decided to add an ‘election bar’ as part of their site design. You could close it if it annoyed you, but the action wasn’t persistent and the bar would always come back like a bad penny. The solution to common browsing problems like this is CSS. ‘User styling’ (or the creepy ‘skinning’) is the creation of CSS rules to customise and personalise a particular domain. Aside from hiding adverts and other annoyances, there are many reasons for taking the time and effort to do it: Improving personal readability by changing text size and colour Personalising the look of a web app like GMail to look less insipid Revealing microformats Sport! My dreams of site skinning tennis are not yet fully realised, but it’ll be all the rage by next Christmas, believe me. Hopefully you’re now asking “But how? HOW?!”. The process of creating a site skin is roughly as follows: See something you want to change Find out what it’s called, and if any rules already apply to it Write CSS rule(s) to override and/or enhance it. Apply the rules So let’s get stuck in… See something Let’s start small with Multimap.com. Look at that big header – it takes up an awful lot of screen space doesn’t it? No matter, we can fix it. Tools Now we need to find out where that big assed header is in the DOM, and make overriding CSS rules. The best tool I’ve found yet is the Mac OS X app, CSS Edit. It utilises a slick ‘override stylesheets’ function and DOM Inspector. Rather than give you all the usual DOM inspection tools, CSS Edit’s is solely concerned with style. Go into ‘X-Ray’ mode, click an element, and look at the inspector window to see every style rule governing it. Click the selector to be taken to where it lives in the CSS. It really is a user styling dream app. Having said all that, you can achieve all this with free, cross platform tools – namely Firefox with the Firebug and Stylish extensions. We’ll be using them for these examples, so make sure you have them installed if you want to follow along. Using Firebug, we can see that the page is very helpfully marked up, and that whole top area is simply a div with an ID of header. Change Something When you installed Stylish, it added a page and brush icon to your status bar. Click on that, and choose Write Style > for Multimap.com. The other options allow you to only create a style for a particular part of a website or URL, but we want this to apply to the whole of Multimap: The ‘Add Style’ window then pops up, with the @-moz-document query at the top: @namespace url(http://www.w3.org/1999/xhtml); @-moz-document domain(""multimap.com"") { } All you need to do is add the CSS to hide the header, in between the curly brackets. @namespace url(http://www.w3.org/1999/xhtml); @-moz-document domain(""multimap.com"") { #header {display: none;} } A click of the preview button shows us that it’s worked! Now the map appears further up the page. The ethics of hiding adverts is a discussion for another time, but let’s face it, when did you last whoop at the sight of a banner? Make Something Better If we’re happy with our modifications, all we need to do is give it a name and save. Whenever you visit Multimap.com, the style will be available. Stylish also allows you to toggle a style on/off via the status bar menu. If you feel you want to share this style with the world, then userstyles.org is the place to do it. It’s a grand repository of customisations that Stylish connects with. Whenever you visit a site, you can see if anyone else has written a style for it, again, via the status bar menu “Find Styles for this Page”. Selecting this with “BBC News” shows that there are plenty of options, ranging from small layout tweaks to redesigns: What’s more, whenever a style is updated, Stylish will notify you, and offer a one-click process to update it. This does only work in Firefox and Flock, so I’ll cover ways of applying site styles to other browsers later. Specific Techniques Important! In the Multimap example there wasn’t a display specified on that element, but it isn’t always going to be that easy. You may have spent most of your CSS life being a good designer and not resorting to adding !important to give your rule priority. There’s no way to avoid this in user styling – if you’re overriding an existing rule it’s a necessity! Be prepared to be typing !important a lot. Star Selector The Universal Selector is a particularly useful way to start a style. For example, if we want to make Flickr use Helvetica before Arial (as they should’ve done!), we can cover all occurrences with just one rule: * {font-family: ""Helvetica Neue"", Helvetica, sans-serif !important;} You can also use it to select ‘everything within an element’, by placing it after the element name: #content * {font-family: ""Helvetica Neue"", Helvetica, sans-serif !important;} Swapping Images If you’re changing something a little more complex, such as Google Reader, then at some point you’ll probably want to change an . The technique for replacing an image involves: making your replacement image the background of the tag adding padding top and left to the size of you image to push the ‘top’ image away making the height and width zero. The old image is then pushed out of the way and hidden from view, allowing the replacement in the background to be revealed. Targeting the image may require using an attribute selector: img[src=""/reader/ui/3544433079-tree-view-folder-open.gif""] { padding: 16px 0 0 16px; width: 0 !important; height: 0 !important; background-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAABAAAAAQCAYA AAAf8/9hAAAABHNCSVQICAgIfAhkiAAAAAlwSFlzAAALEgAACxIB0t1+/AAAA Bx0RVh0U29mdHdhcmUAQWRvYmUgRmlyZXdvcmtzIENTM5jWRgMAAAAVdE VYdENyZWF0aW9uIFRpbWUAMjkvNi8wOJJ/BVgAAAG3SURBVDiNpZIhb5RBEIaf 2W+vpIagIITSBIHBgsGjEYQaFLYShcITDL+ABIPnh4BFN0GQNFA4Cnf3fbszL2L3 jiuEVLDJbCazu8+8Mzsmif9ZBvDy7bvXlni0HRe8eXL/zuPzABng62J5kFKaAQS QgJAOgHMB9vDZq+d71689Hcyw9LfAZAYdioE10VSJo6OPL/KNvSuHD+7dhU 0vHEsDUUWJChIlYJIjFx5BuMB2mJY/DnMoOJl/R147oBUR0QAm8LAGCOEh3IO ULiAl8jSOy/nPetGsbGRKjktEiBCEHMlQj4loCuu4zCXCi4lUHTNDtGqEiACTqAFSI OgAUAKv4bkWVy2g6tAbJtGy0TNugM3HADmlurKH27dVZSecxjboXggiAsMItR h99wTILdewYRpXVJWtY85k7fPW8e1GpJFJacgesXs6VYYomz9G2yDhwPB7NEB BDAMK7WYJlisYVBCpfaJBeB+eocFyVyAgCaoMCTJSTOOCWSyILrAnaXpSexRsx GGAZ0AR+XT+5fjzyfwSpnUB/1w64xizVI/t6q3b+58+vJ96mWtLf9haxNoc8M v7N3d+AT4XPcFIxghoAAAAAElFTkSuQmCC) no-repeat !important; } Woah boy! What was all that gubbins in the background-image? It was a Data URI, and you can create these easily with Hixie’s online tool. It’s simply the image translated into text so that it can be embedded in the CSS, cutting down on the number of http requests. It’s also a necessity with Mozilla browsers, as they don’t allow user CSS to reference images stored locally. Converting images to URI’s avoids this, as well as making a style easily portable – no images folder to pass around. Don’t forget all your other CSS techniques at your disposal: inserting your own content with :before and :after pseudo classes, make elements semi-transparent with opacity and round box corners without hacking . You can have fun, and for once, enjoy the freedom of not worrying about IE! User styling without Stylish Instead of using the Stylish extension, you can add rules to the userContent.css file, or use @import in that file to load a separate stylesheet. You can find this is in /Library/Application Support/Camino/chrome/ on OS X, or C/Program Files/Mozilla Firefox/Chrome on Windows. This is only way to apply user styles in Camino, but what about other browsers? Opera & Omniweb: Both allow you to specify a custom CSS file as part of the site’s preferences. Opera also allows custom javascript, using the same syntax as Greasemonkey scripts (more on that below) Safari There are a few options here: the PithHelmet and SafariStand haxies both allow custom stylesheets, or alternatively, a Greasemonkey style user script can employed via GreaseKit. The latter is my favoured solution on my Helvetireader theme, as it can allow for more prescriptive domain rules, just like the Mozilla @-moz-document method. User scripts are also the solution supported by the widest range of browsers. What now? Hopefully I’ve given you enough information for you to be able start making your own styles. If you want to go straight in and tackle the ‘Holy Grail’, then off with you to GMail – I get more requests to theme that than anything else! If you’re a site author and want to encourage this sort of tom foolery, a good way is to provide a unique class or ID name with the body tag: This makes it very easy to write rules that only apply to that particular site. If you wanted to use Safari without any of the haxies mentioned above, this method means you can include rules in a general CSS file (chosen via Preferences > Advanced > Stylesheet) without affecting other sites. One final revelation on user styling – it’s not just for web sites. You can tweak the UI of Firefox itself with the userChrome.css. You’ll need to use the in-built DOM Inspector instead of Firebug to inspect the window chrome, instead of a page. Great if you want to make small tweaks (changing the size of tab text for example) without creating a full blown theme.",2008,Jon Hicks,jonhicks,2008-12-03T00:00:00+00:00,https://24ways.org/2008/user-styling/,process 107,Using Google App Engine as Your Own Content Delivery Network,"Do you remember, years ago, when hosting was expensive, domain names were the province of the rich, and you hosted your web pages on Geocities? It seems odd to me now that there was a time when each and every geek didn’t have his own top-level domain and super hosting setup. But as the parts became more and more affordable a man could become an outcast if he didn’t have his own slightly surreal-sounding TLD. And so it will be in the future when people realise with surprise there was a time before affordable content delivery networks. A content delivery network, or CDN, is a system of servers spread around the world, serving files from the nearest physical location. Instead of waiting for a file to find its way from a server farm in Silicon Valley 8,000 kilometres away, I can receive it from London, Dublin, or Paris, cutting down the time I wait. The big names — Google, Yahoo, Amazon, et al — use CDNs for their sites, but they’ve always been far too expensive for us mere mortals. Until now. There’s a service out there ready for you to use as your very own CDN. You have the company’s blessing, you won’t need to write a line of code, and — best of all — it’s free. The name? Google App Engine. In this article you’ll find out how to set up a CDN on Google App Engine. You’ll get the development software running on your own computer, tell App Engine what files to serve, upload them to a web site, and give everyone round the world access to them. Creating your first Google App Engine project Before we do anything else, you’ll need to download the Google App Engine software development kit (SDK). You’ll need Python 2.5 too — you won’t be writing any Python code but the App Engine SDK will need it to run on your computer. If you don’t have Python, App Engine will install it for you (if you use Mac OS X 10.5 or a Linux-based OS you’ll have Python; if you use Windows you won’t). Done that? Excellent, because that’s the hardest step. The rest is plain sailing. You’ll need to choose a unique ‘application id’ — nothing more than a name — for your project. Make sure it consists only of lowercase letters and numbers. For this article I’ll use 24ways2008, but you can choose anything you like. On your computer, create a folder named after your application id. This folder can be anywhere you want: your desktop, your documents folder, or wherever you usually keep your web files. Within your new folder, create a folder called assets, and within that folder create three folders called images, css, and javascript. These three folders are the ones you’ll fill with files and serve from your content delivery network. You can have other folders too, if you like. That will leave you with a folder structure like this: 24ways2008/ assets/ css/ images/ javascript/ Now you need to put a few files in these folders, so we can later see our CDN in action. You can put anything you want in these folders, but for this example we’ll include an HTML file, a style sheet, an image, and a Javascript library. In the top-level folder (the one I’ve called 24ways2008), create a file called index.html. Fill this with any content you want. In the assets/css folder, create a file named core.css and throw in a couple of CSS rules for good measure. In the assets/images directory save any image that takes your fancy — I’ve used the silver badge from the App Engine download page. Finally, to fill the JavaScript folder, add in this jQuery library file. If you’ve got the time and the inclination, you can build a page that uses all these elements. So now we should have a set of files and folders that look something like this: 24ways2008/ assets/ index.html css/ core.css images/ appengine-silver-120x30.gif javascript/ jquery-1.2.6.min.js Which leaves us with one last file to create. This is the important one: it tells App Engine what to do with your files. It’s named app.yaml, it sits at the top-level (inside the folder I’ve named 24ways2008), and it needs to include these lines: application: 24ways2008 version: 1 runtime: python api_version: 1 handlers: - url: / static_files: assets/index.html upload: assets/index.html - url: / static_dir: assets You need to make sure you change 24ways2008 on the first line to whatever you chose as your application id, but otherwise the content of your app.yaml file should be identical. And with that, you’ve created your first App Engine project. If you want it, you can download a zip file containing my project. Testing your project As it stands, your project is ready to be uploaded to App Engine. But we couldn’t call ourselves professionals if we didn’t test it, could we? So, let’s put that downloaded SDK to good use and run the project from your own computer. One of the files you’ll find App Engine installed is named dev_appserver.py, a Python script used to simulate App Engine on your computer. You’ll find lots of information on how to do this in the documentation on the development web server, but it boils down to running the script like so (the space and the dot at the end are important): dev_appserver.py . You’ll need to run this from the command-line: Mac users can run the Terminal application, Linux users can run their favourite shell, and Windows users will need to run it via the Command Prompt (open the Start menu, choose ‘Run…’, type ‘cmd‘, and click ‘OK’). Before you run the script you’ll need to make sure you’re in the project folder — in my case, as I saved it to my desktop I can go there by typing cd ~/Desktop/24ways2008 in my Mac’s Terminal app; if you’re using Windows you can type cd ""C:\Documents and Settings\username\Desktop\24ways2008"" If that’s successful, you’ll see a few lines of output, the last looking something like this: INFO 2008-11-22 14:35:00,830 dev_appserver_main.py] Running application 24ways2008 on port 8080: http://localhost:8080 Now you can power up your favourite browser, point it to http://localhost:8080/, and you’ll see the page you saved as index.html. You’ll also find your CSS file at http://localhost:8080/css/core.css. In fact, anything you put inside the assets folder in the project will be accessible from this domain. You’re running our own App Engine web server! Note that no-one else will be able to see your files: localhost is a special domain that you can only see from your computer — and once you stop the development server (by pressing Control–C) you’ll not be able to see the files in your browser until you start it again. You might notice a new file has turned up in your project: index.yaml. App Engine creates this file when you run the development server, and it’s for internal App Engine use only. If you delete it there are no ill effects, but it will reappear when you next run the development server. If you’re using version control (e.g. Subversion) there’s no need to keep a copy in your repository. So you’ve tested your project and you’ve seen it working on your own machine; now all you need to do is upload your project and the world will be able to see your files too. Uploading your project If you don’t have a Google account, create one and then sign in to App Engine. Tell Google about your new project by clicking on the ‘Create an Application’ button. Enter your application id, give the application a name, and agree to the terms and conditions. That’s it. All we need do now is upload the files. Open your Mac OS X Terminal, Windows Command Prompt, or Linux shell window again, move to the project folder, and type (again, the space and the dot at the end are important): appcfg.py update . Enter your email address and password when prompted, and let App Engine do it’s thing. It’ll take no more than a few seconds, but in that time App Engine will have done the equivalent of logging in to an FTP server and copying files across. It’s fairly understated, but you now have your own project up and running. You can see mine at http://24ways2008.appspot.com/, and everyone can see yours at http://your-application-id.appspot.com/. Your files are being served up over Google’s content delivery network, at no cost to you! Benefits of using Google App Engine The benefits of App Engine as a CDN are obvious: your own server doesn’t suck up the bandwidth, while your visitors will appreciate a faster site. But there are also less obvious benefits. First, once you’ve set up your site, updating it is an absolute breeze. Each time you update a file (or a batch of files) you need only run appcfg.py to see the changes appear on your site. To paraphrase Joel Spolsky, a good web site must be able to be updated in a single step. Many designers and developers can’t make that claim, but with App Engine, you can. App Engine also allows multiple people to work on one application. If you want a friend to be able to upload files to your site you can let him do so without giving him usernames and passwords — all he needs is his own Google account. App Engine also gives you a log of all actions taken by collaborators, so you can see who’s made updates, and when. Another bonus is the simple version control App Engine offers. Do you remember the file named app.yaml you created a while back? The second line looked like this: version: 1 If you change the version number to 2 (or 3, or 4, etc), App Engine will keep a copy of the last version you uploaded. If anything goes wrong with your latest version, you can tell App Engine to revert back to that last saved version. It’s no proper version control system, but it could get you out of a sticky situation. One last thing to note: if you’re not happy using your-application-id.appspot.com as your domain, App Engine will quite happily use any domain you own. The weak points of Google App Engine In the right circumstances, App Engine can be a real boon. I run my own site using the method I’ve discussed above, and I’m very happy with it. But App Engine does have its disadvantages, most notably those discussed by Aral Balkan in his post ‘Why Google App Engine is broken and what Google must do to fix it‘. Aral found the biggest problems while using App Engine as a web application platform; I wouldn’t recommend using it as such either (at least for now) but for our purposes as a CDN for static files, it’s much more worthy. Still, App Engine has two shortcomings you should be aware of. The first is that you can’t host a file larger than one megabyte. If you want to use App Engine to host that 4.3MB download for your latest-and-greatest desktop software, you’re out of luck. The only solution is to stick to smaller files. The second problem is the quota system. Google’s own documentation says you’re allowed 650,000 requests a day and 10,000 megabytes of bandwidth in and out (20,000 megabytes in total), which should be plenty for most sites. But people have seen sites shut down temporarily for breaching quotas — in some cases after inexplicable jumps in Google’s server CPU usage. Aral, who’s seen it happen to his own sites, seemed genuinely frustrated by this, and if you measure your hits in the hundreds of thousands and don’t want to worry about uptime, App Engine isn’t for you. That said, for most of us, App Engine offers a fantastic resource: the ability to host files on Google’s own content delivery network, at no charge. Conclusion If you’ve come this far, you’ve seen how to create a Google App Engine project and host your own files on Google’s CDN. You’ve seen the great advantages App Engine offers — an excellent content delivery network, the ability to update your site with a single command, multiple authors, simple version control, and the use of your own domain — and you’ve come across some of its weaknesses — most importantly the limit on file sizes and the quota system. All that’s left to do is upload those applications — but not before you’ve finished your Christmas shopping.",2008,Matt Riggott,mattriggott,2008-12-06T00:00:00+00:00,https://24ways.org/2008/using-google-app-engine-as-your-own-cdn/,process 101,Easing The Path from Design to Development,"As a web developer, I have the pleasure of working with a lot of different designers. There has been a lot of industry discussion of late about designers and developers, focusing on how different we sometimes are and how the interface between our respective phases of a project (that is to say moving from a design phase into production) can sometimes become a battleground. I don’t believe it has to be a battleground. It’s actually more like being a dance partner – our steps are different, but as long as we know our own part and have a little knowledge of our partner’s steps, it all goes together to form a cohesive dance. Albeit with less spandex and fewer sequins (although that may depend on the project in question). As the process usually flows from design towards development, it’s most important that designers have a little knowledge of how the site is going to be built. At the specialist web development agency I’m part of, we find that designs that have been well considered from a technical perspective help to keep the project on track and on budget. Based on that experience, I’ve put together my checklist of things that designers should consider before handing their work over to a developer to build. Layout One rookie mistake made by traditionally trained designers transferring to the web is to forget a web browser is not a fixed medium. Unlike designing a magazine layout or a piece of packaging, there are lots of available options to consider. Should the layout be fluid and resize with the window, or should it be set to a fixed width? If it’s fluid, which parts expand and which not? If it’s fixed, should it sit in the middle of the window or to one side? If any part of the layout is going to be flexible (get wider and narrower as required), consider how any graphics are affected. Images don’t usually look good if displayed at anything other that their original size, so should they behave? If a column is going to get wider than it’s shown in the Photoshop comp, it may be necessary to provide separate wider versions of any background images. Text size and content volume A related issue is considering how the layout behaves with both different sizes of text and different volumes of content. Whilst text zooming rather than text resizing is becoming more commonplace as the default behaviour in browsers, it’s still a fundamentally important principal of web design that we are suggesting and not dictating how something should look. Designs must allow for a little give and take in the text size, and how this affects the design needs to be taken into consideration. Keep in mind that the same font can display differently in different places and platforms. Something as simple as Times will display wider on a Mac than on Windows. However, the main impact of text resizing is the change in how much vertical space copy takes up. This is particularly important where space is limited by the design (making text bigger causes many more problems than making text smaller). Each element from headings to box-outs to navigation items and buttons needs to be able to expand at least vertically, if not horizontally as well. This may require some thought about how elements on the page may wrap onto new lines, as well as again making sure to provide extended versions of any graphical elements. Similarly, it’s rare theses days to know exactly what content you’re working with when a site is designed. Many, if not most sites are designed as a series of templates for some kind of content management system, and so designs cannot be tweaked around any specific item of content. Designs must be able to cope with both much greater and much lesser volumes of content that might be thrown in at the lorem ipsum phase. Particular things to watch out for are things like headings (how do they wrap onto multiple lines) and any user-generated items like usernames. It can be very easy to forget that whilst you might expect something like a username to be 8-12 characters, if the systems powering your site allow for 255 characters they’ll always be someone who’ll go there. Expect them to do so. Again, if your site is content managed or not, consider the possibility that the structure might be expanded in the future. Consider how additional items might be added to each level of navigation. Whilst it’s rarely desirable to make significant changes without revisiting the site’s information architecture more thoroughly, it’s an inevitable fact of life that the structure needs a little bit of flexibility to change over time. Interactions with and without JavaScript A great number of sites now make good use of JavaScript to streamline the user interface and make everything just that touch more usable. Remember, though, that any developer worth their salt will start by building the interface without JavaScript, get it all working, and then layer that JavaScript on top. This is to allow for users viewing the site without JavaScript available or enabled in their browser. Designers need to consider both states of any feature they’re designing – how it looks and functions with and without JavaScript. If the feature does something fancy with Ajax, consider how the same can be achieved with basic HTML forms, links and intermediary pages. These all need to be designed, because this is how some of your users will interact with the site. Logged in and logged out states When designing any type of web application or site that has a membership system – that is to say users can create an account and log into the site – the design will need to consider how any element is presented in both logged in and logged out states. For some items there’ll be no difference, whereas for others there may be considerable differences. Should an item be hidden completely not logged out users? Should it look different in some way? Perhaps it should look the same, but prompt the user to log in when they interact with it. If so, what form should that prompt take on and how does the user progress through the authentication process to arrive back at the task they were originally trying to complete? Couple logged in and logged out states with the possible absence of JavaScript, and every feature needs to be designed in four different states: Logged out with JavaScript available Logged in with JavaScript available Logged out without JavaScript available Logged in without JavaScript available Fonts There are three main causes of war in this world; religions, politics and fonts. I’ve said publicly before that I believe the responsibility for this falls squarely at the feet of Adobe Photoshop. Photoshop, like a mistress at a brothel, parades a vast array of ropey, yet strangely enticing typefaces past the eyes of weak, lily-livered designers, who can’t help but crumble to their curvy charms. Yet, on the web, we have to be a little more restrained in our choice of typefaces. The purest solution is always to make the best use of the available fonts, but this isn’t always the most desirable solution from a design point of view. There are several technical solutions such as techniques that utilise Flash (like sIFR), dynamically generated images and even canvas in newer browsers. Discuss the best approach with your developer, as every different technique has different trade-offs, and this may impact the design in other ways. Messaging Any site that has interactive elements, from a simple contact form through to fully featured online software application, involves some kind of user messaging. By this I mean the error messages when something goes wrong and the success and thank-you messages when something goes right. These typically appear as the result of an interaction, so are easy to forget and miss off a Photoshop comp. For every form, consider what gets displayed to the user if they make a mistake or miss something out, and also what gets displayed back when the interaction is successful. What do they see and where do the go next? With Ajax interactions, the user doesn’t get any visual feedback of the site waiting for a response from the server unless you design it that way. Consider using a ‘waiting’ or ‘in progress’ spinner to give the user some visual feedback of any background processes. How should these look? How do they animate? Similarly, also consider the big error pages like a 404. With luck, these won’t often be seen, but it’s at the point that they are when careful design matters the most. Form fields Depending on the visual style of your site, the look of a browser’s default form fields and buttons can sometimes jar. It’s understandable that many a designer wants to change the way they look. Depending on the browser in question, various things can be done to style form fields and their buttons (although it’s not as flexible as most would like). A common request is to replace the default buttons with a graphical button. This is usually achievable in most cases, although it’s not easy to get a consistent result across all browsers – particularly when it comes to vertical positioning and the space surrounding the button. If the layout is very precise, or if space is at a premium, it’s always best to try and live with the browser’s default form controls. Whichever way you go, it’s important to remember that in general, each form field should have a label, and each form should have a submit button. If you find that your form breaks either of those rules, you should double check. Practical tips for handing files over There are a couple of basic steps that a design can carry out to make sure that the developer has the best chance of implementing the design exactly as envisioned. If working with Photoshop of Fireworks or similar comping tool, it helps to group and label layers to make it easy for a developer to see which need to be turned on and off to get to isolate parts of the page and different states of the design. Also, if you don’t work in the same office as your developer (and so they can’t quickly check with you), provide a PDF of each page and state so that your developer can see how each page should look aside from any confusion with quick layers are switched on or off. These also act as a handy quick reference that can be used without firing up Photoshop (which can kill both productivity and your machine). Finally, provide a colour reference showing the RGB values of all the key colours used throughout the design. Without this, the developer will end up colour-picking from the comps, and could potentially end up with different colours to those you intended. Remember, for a lot of developers, working in a tool like Photoshop is like presenting a designer with an SSH terminal into a web server. It’s unfamiliar ground and easy to get things wrong. Be the expert of your own domain and help your colleagues out when they’re out of their comfort zone. That goes both ways. In conclusion When asked the question of how to smooth hand-over between design and development, almost everyone who has experienced this situation could come up with their own list. This one is mine, based on some of the more common experiences we have at edgeofmyseat.com. So in bullet point form, here’s my checklist for handing a design over. Is the layout fixed, or fluid? Does each element cope with expanding for larger text and more content? Are all the graphics large enough to cope with an area expanding? Does each interactive element have a state for with and without JavaScript? Does each element have a state for logged in and logged out users? How are any custom fonts being displayed? (and does the developer have the font to use?) Does each interactive element have error and success messages designed? Do all form fields have a label and each form a submit button? Is your Photoshop comp document well organised? Have you provided flat PDFs of each state? Have you provided a colour reference? Are we having fun yet?",2008,Drew McLellan,drewmclellan,2008-12-01T00:00:00+00:00,https://24ways.org/2008/easing-the-path-from-design-to-development/,process 97,Making Modular Layout Systems,"For all of the advantages the web has with distribution of content, I’ve always lamented the handiness of the WYSIWYG design tools from the print publishing world. When I set out to redesign my personal website, I wanted to have some of the same abilities that those tools have, laying out pages how I saw fit, and that meant a flexible system for dealing with imagery. Building on some of the CSS that Eric Meyer employed a few years back on the A List Apart design, I created a set of classes to use together to achieve the variety I was after. Employing multiple classes isn’t a new technique, but most examples aren’t coming at this from strictly editorial and visual perspectives; I wanted to have options to vary my layouts depending on content. If you want to skip ahead, you can view the example first. Laying the Foundation We need to be able to map out our page so that we have predictable canvas, and then create a system of image sizes that work with it. For the sake of this article, let’s use a simple uniform 7-column grid, consisting of seven 100px-wide columns and 10px of space between each column, though you can use any measurements you want as long as they remain constant. All of our images will have a width that references the grid column widths (in our example, 100px, 210px, 320px, 430px, 540px, 650px, or 760px), but the height can be as large as needed. Once we know our images will all have one of those widths, we can setup our CSS to deal with the variations in layout. In the most basic form, we’re going to be dealing with three classes: one each that represent an identifier, a size, and a placement for our elements. This is really a process of abstracting the important qualities of what you would do with a given image in a layout into separate classes, allowing you to quickly customize their appearance by combining the appropriate classes. Rather than trying to serve up a one-size-fits-all approach to styling, we give each class only one or two attributes and rely on the combination of classes to get us there. Identifier This specifies what kind of element we have: usually either an image (pic) or some piece of text (caption). Size Since we know how our grid is constructed and the potential widths of our images, we can knock out a space equal to the width of any number of columns. In our example, that value can be one, two, three, four, five, six, or seven. Placement This tells the element where to go. In our example we can use a class of left or right, which sets the appropriate floating rule. Additions I created a few additions that be tacked on after the “placement” in the class stack: solo, for a bit more space beneath images without captions, frame for images that need a border, and inset for an element that appears inside of a block of text. Outset images are my default, but you could easily switch the default concept to use inset images and create a class of outset to pull them out of the content columns. The CSS /* I D E N T I F I E R */ .pic p, .caption { font-size: 11px; line-height: 16px; font-family: Verdana, Arial, sans-serif; color: #666; margin: 4px 0 10px; } /* P L A C E M E N T */ .left {float: left; margin-right: 20px;} .right {float: right; margin-left: 20px;} .right.inset {margin: 0 120px 0 20px;} /* img floated right within text */ .left.inset {margin-left: 230px;} /* img floated left within text */ /* S I Z E */ .one {width: 100px;} .two {width: 210px;} .three {width: 320px;} .four {width: 430px;} .five {width: 540px;} .six {width: 650px;} .seven {width: 760px;} .eight {width: 870px;} /* A D D I T I O N S */ .frame {border: 1px solid #999;} .solo img {margin-bottom: 20px;} In Use You can already see how powerful this approach can be. If you want an image and a caption on the left to stretch over half of the page, you would use:
Those bits are simple and bulletproof.
Or, for that same image with a border and no caption: You just tack on the classes that contain the qualities you need. And because we’ve kept each class so simple, we can apply these same stylings to other elements too:Caption goes here.
Caption goes here.
Caveats Obviously there are some potential semantic hang-ups with these methods. While classes like pic and caption stem the tide a bit, others like left and right are tougher to justify. This is something that you have to decide for yourself; I’m fine with the occasional four or left class because I think there’s a good tradeoff. Just as a fully semantic solution to this problem would likely be imperfect, this solution is imperfect from the other side of the semantic fence. Additionally, IE6 doesn’t understand the chain of classes within a CSS selector (like .right.inset). If you need to support IE6, you may have to write a few more CSS rules to accommodate any discrepancies. Opportunities This is clearly a simple example, but starting with a modular foundation like this leaves the door open for opportunity. We’ve created a highly flexible and human-readable system for layout manipulation. Obviously, this is something that would need to be tailored to the spacing and sizes of your site, but the systematic approach is very powerful, especially for editorial websites whose articles might have lots of images of varying sizes. It may not get us fully to the flexibility of WYSIWYG print layouts, but methods like this point us in a direction of designs that can adapt to the needs of the content. View the example: without grid and with grid.",2008,Jason Santa Maria,jasonsantamaria,2008-12-15T00:00:00+00:00,https://24ways.org/2008/making-modular-layout-systems/,process 88,"Think First, Code Later","This is a story that’s best told from the end, and it’s probably one you’re all familiar with. You, or someone just like you, have been building a website, probably as part of a skilled and capable team. You’re a front-end developer, focusing on JavaScript – it’s either your sole responsibility or shared around. It’s quite a big job, been going on for months, and at last it feels like you’re reaching the end of it. But, in a brief moment of downtime, you step back and take a look at the code as a whole. You notice that the folder called “jQuery plugins” suddenly looks rather full, and maybe there’s evidence of several methods of doing the same thing; there are loads of little niggly fixes in the bug tracker; and every place you use Ajax the structure of the data is slightly different. You sigh, and your shoulders droop slightly, and you think “Yeah, we’ll do that more cleanly next time.” The thing is, you probably already know how to rewrite the start of this story to make the ending work better. This situation is not really anyone’s fault – it’s just an accumulation of all the things you decided along the way, all the things you agreed you’d fix later that have disappeared into the black hole of technical debt, and accomodating all the “can we just…?” requests from around the team and the client. So, the solution to this is easy, right? More interminable planning meetings, more tightly controlled and documented specifications, less freedom to innovate, to try out new ideas and enjoy what you’re doing. Wait, that sounds even less fun than the old way. Minimum viable planning Actually, planning and specifications are exactly what you need, but the way you go about them can make a real difference, both to the quality of your code, and the quality of your life as a developer. It can be as simple as being a little more thoughtful before starting on any new piece of functionality. Involve your whole team if possible, or at least those working on what you’re doing. Canvass opinions and work out what the solution to the problem might look like first, rather than coding speculatively to find out. There are easy ways you can get into this habit of putting the thought and design up front, and it doesn’t have to mean spending more time on the project as a whole. It also doesn’t have to result in reams of functional specifications. Instead, let the code itself form the specification. As JavaScript applications become more complex, unit testing is becoming ever more important. So embrace it, whether you prefer QUnit, or Mocha, or any of the other JavaScript testing frameworks out there. The TDD (or test-driven development) pattern is all about writing the tests first and then writing functional code to pass those tests; or, if you prefer, code that meets the specification given by the tests. Sounds like a hassle at first, but once you get into the rhythm of it you should find that the time spent writing tests up front is no greater, and often significantly less, than the time you would have spent fixing bugs afterwards. If what you’re working on requires an API between client and server (usually Ajax but this can apply to any method of sending or receiving data) then spend a bit of time with the back-end developer to design the data contracts, before either of you cut any code. Work out what the API endpoints are going to be, and what the data structure you’ll get back from a certain endpoint looks like. A mock JSON object documented on a wiki is enough and it can be atomic. Don’t worry about planning the entire project at once, just plan enough to get on with your current tasks. Definition in this way doesn’t have to make your API immutable – change is still fine – but if you know roughly where you’re heading, then not only can your team’s efforts become more parallel, but you’re far more likely to have an easier time making it all work. And again, you have a specification – the shape of the data – to write your JavaScript against. Putting everything together, you end up with a logical flow of development, from the specification agreed with the client (your backlog), to the specification agreed with your team (the API contract design), to the specification agreed with your code (your unit tests). Hopefully, there will be ample clues in all of this to inform your front-end library choices, because by then you should have a better picture of what you’re going to need. What the framework? As a JavaScript developer predominantly, these are the choices I’m particularly interested in – how and why you use JavaScript libraries and frameworks, both what you expect from them and what you actually get. If we look back at how web development, and specifically JavaScript development has progressed – from the earliest days of using lines and lines of Dreamweaver code-barf to make an image rollover effect, to today’s large frameworks that handle working with the DOM, Ajax communication and visual effects all in one hit – the purpose of it is clear: to smooth over the inconsistent bumps between browsers and give a solid, reliable, predictable base on which to put our desired functionality. Understanding what we expect the language as a specification to do, and matching that to what we observe browsers actually doing, and then smoothing out the differences, is a big job. Since the language and the implementations are also changing as we go along, it also feels like a never-ending job. So make full use of this valuable effort. Use jQuery or YUI or anything else you’re comfortable with, but it still pays to think early on about what you need your library to do and what the best choice is to meet that need. I’ve come in to projects as a fixer and found, to take a recent example, that jQuery UI was being used just to provide a date picker and a modal effect. That’s a lot of code weight to provide two fairly simple pieces of functionality that could easily be covered by smaller plugins. Which isn’t to say that jQuery UI itself is a bad choice, but I could see that it had been included late on just to do those things, whereas a more considered approach would have been to put the library in early and use it more universally. There are other choices, too. If you automatically throw in jQuery (or whatever your favourite main library is) to a small site with limited functionality, you might only touch a tiny fraction of its scope. In my own development I started looking at what I actually needed from a JavaScript library. For a simple project like What the Framework?, all jQuery needed to do was listen for .ready() and then perform some light DOM selection before handing over to a client-side MVC framework. So perhaps there was another way to go about this while still avoiding the cross-browser headaches. Deleting jQuery But the jQuery pattern is compelling and familiar. And once you’re comfortable with something, it’s a bit of an effort to force yourself out of that comfort zone and learn. But looking back at my whole career, I realised that I’ve relearned pretty much everything I do, probably several times, since I started out. So it’s worth keeping in mind that learning and trying new things is how development has advanced to where it is now, and how it will keep advancing in the future. In the end this lead me to Ender, which is billed as an NPM-style package manager for the browser, letting you search for and manage small, loosely coupled modules and their dependencies, and compile them to one file with a common API. For What the Framework I ended up with a set of DOM tools, Underscore and Knockout, all minified into 25kb of JavaScript. This compares really well with 32kb minified for jQuery on its own, and Ender’s use of the dollar variable and the jQuery-like syntax in many modules makes switching over a low-friction experience. On more complex projects, where you’re really going to use all the features of something like jQuery, but want to minimise the loading of other dependencies when you don’t need them, I’ve recently started looking at Jam. This uses the RequireJS pattern to compile commonly used code into a library file and then manage dependencies and bring in others on a per-page basis depending on how you need it. Again, it all comes down to thinking about what you need and using it only when you need it. And the configurability of tools like Ender or Jam allow you to be responsive to changing requirements as your project grows. There is no right answer That’s not to say this way of working automatically makes things easier. It doesn’t. On a large, long-running project or one where future functionality is unknown, it’s still hard to predict and plan for everything – at least until crystal balls as a service come about. But by including strong engineering practices in your front-end, and trying to minimise technical debt, you’re at least giving yourself a decent safety net to guard against the “can we just…?” tendencies that are a fact of life. So, really, this is not an advocation of using a particular technology or framework, because I can’t tell you what works for you or your team. But what I can tell you is that working this way round has done wonders for my productivity and enthusiasm, both for code quality and for trying out new libraries. Give it a go, you might like it!",2012,Stephen Fulljames,stephenfulljames,2012-12-07T00:00:00+00:00,https://24ways.org/2012/think-first-code-later/,process 85,Starting Your Project on the Right Foot (and Keeping It There),"I’m not sure if anything is as terrifying as beginning a new design project. I often spend hours trying to find the best initial footing in a design, so I’ve been working hard to improve my process, particularly for the earliest stages of a project. I want to smooth out the bumps that disrupt my creative momentum and focus on the emotional highs and lows I experience, and then try to minimize the lows and ride the highs as long as possible. Design is often a struggle broken up by blissful moments of creative clarity that provide valuable force to move your work forward. Momentum is a powerful tool in creative work, and it’s something we don’t always maximize when we’re working because of the hectic nature of our field. Obviously, every designer is going to have a different process, but I thought I’d share some of the methods I’ve begun to adopt. I hope this will spark a conversation among designers who are interested in looking at process in a new way. Jump-starting a project I cannot overstate the importance of immersing yourself in design and collecting ample amounts of inspiration when beginning a project. I make it a daily practice to visit a handful of sites (Dribbble, Graphic Exchange, Web Creme, siteInspire, Designspiration, and others) and save any examples of design that I like. I then sort them into general categories (publication design, illustration, typography, web design, and so on). Enjoying a bit of fresh design every day helps me absorb it and analyze why it’s effective instead of just imitating it. Many designers are afraid to look at too much design for fear that they’ll be tempted to copy it, but I feel a steady influx of design inspiration reduces that possibility. You’re much more likely to take the easy way out and rip off a design if you’re scrambling for inspiration after getting stuck. If you are immersed in design from a variety of mediums, you’ll engage your creative brain on multiple levels and have an easier time creating something unique for your project. Looking at good design will not make you a good designer but it will make you a better designer. Design is design Try not to limit your visual research to the medium you’re working in. Websites, books, posters and packaging all have their own unique limitations and challenges, and any one of those characteristics could be useful to you. Posters need to grab the viewer and pass on a small tidbit of information; packaging needs to encourage physical interaction; and websites need to encourage exploration. If you know the challenges you’ll be facing, you will know where to look for design that tackles those same problems. I find it refreshing to look at design from the turn of the nineteenth century, when type was laid out on objects without thought to aesthetics. Many vintage packages break all sorts of modern design rules, and looking at that kind of work is a great way to spark your creativity. Pulling yourself out of the box and away from the rules of what you’re working on can reveal solutions that are innovative and unique. After a little finessing, the warning label text from a 1940s hazardous chemical box from could have the exact type and icon arrangement you need for your project. There’s a massive pool of design to pull from that doesn’t have the limitations the web has, and exploring those design worlds will help you grow your own repertoire. If all else fails, start with the footer The very beginning of a project is the most frustrating point in a project for me. I’m trying to figure out typeface combinations, colors and the overall voice of the design, and until I find the right solutions, I’m a wreck. I’ve found often that my frustration stems from trying to solve too many problems at once. The beginning of a project has a lot of moving targets, nearly endless possible solutions, and constantly changing variables. You’ll knock out one problem only to discover your solution doesn’t jive with something you worked out earlier — you end up designing in circles. If you find yourself getting stuck at the beginning of a website design, try working out one specific element of the site and see what emerges. I’m going to recommend the footer. Why? Footers can easily be ignored in a design or become a dumping ground for items that couldn’t be worked into the main layout. But, at the start of most projects, the minimum content requirements for the footer are usually established. There needs to be a certain number of links, social media buttons, copyright details, a search bar, and so on. It’s a self-contained item within the design that has a specific purpose, and that’s a great element to focus on when you’re stuck in a design. Colors, typefaces, link styles, input fields and buttons can all be sketched out from just the footer. It’s a very flexible element that can be as prominent or subtle as you want, and it’s a solid starting point for setting the tone and style of a site. Save the details Designers love details. I love details. But don’t let nitpicking early on in your process kill your creative momentum. Design is an emotional process, and being frustrated or defeated by a tricky problem or a graphical detail you just can’t nail down can deflate your creative energies. If you hit a roadblock, set it aside and tackle another piece of the project. As you spend time engaged in a design, the style you develop will evolve according to the needs of the content, and you might arrive naturally at a solution that will work perfectly for the problem that had you stuck before. If I find myself working on one particular element for more than a half an hour without any clear movement, I shelve it. Designers often wear their obsessive detail-oriented tendencies as a badge of honor, but there’s a difference between making the design better and wasting time. If you’ve spent hours nudging elements around pixel by pixel and can’t settle on something, it probably means what you’re doing isn’t making a huge improvement on the design. Don’t be afraid to let it lie and come at it again with fresh eyes. You will be better equipped to tackle the finer points of a project once you’ve got the broad strokes defined. Have a plan when you start and stop designing We all know that creativity isn’t something you can turn on effortlessly, and it’s easy to forget the emotional process that goes along with design. If you leave a project in a place of frustration, it’s going to stay with you in your free time and affect you negatively, like a dark cloud of impending disaster. Try to end each design session with a victory, a small bit of definable progress that you can take with you in your downtime. Even something as small as finding the right opacity for the interior shadow on the search bar in the header of the site is a win. Likewise, when you return to a project after a break, it can be difficult to get the ball rolling on the design again if you set it down without a clear path for the next steps. I find that I work on details best when I’m returning from downtime, when I’m fresh and re-energized and ready to dig in again. Try to pick out at least one element you’d like to fine-tune when you are winding down in a design session and use it to kick-start your next session. Content is king I would argue there is nothing more crucial to the success of a design than having the content defined from the outset. Designing without content is similar to designing without an audience, and designing with vague ideas of content types and character limits is going to result in a muted design that doesn’t reach its full potential. Images and language go hand in hand with design, and can take a design from functional to outstanding if you have them available from the outset. We don’t always have the luxury of having content to build a design around, but fight for it whenever you can. For example, if the site you are designing is full of technical jargon, your paragraphs might need a longer line length to accommodate the longer words being used. Often, working with content will lead to design solutions you wouldn’t have come to otherwise. Design speaks to content, and content speaks to design. Lorem ipsum doesn’t speak to anyone (unless you know Latin, in which case, congratulations!). Every project has its own set of needs, and every designer has his or her own method of working. There’s obviously no perfect process to design, and being dogmatic about process can be just as harmful as not having one. Exposing yourself to new design and new ways of designing is an easy way to test your skills and grow. When things are hard and you can’t get any momentum going on a design, this is when your skill set is truly challenged. We all hope to get wonderful projects with great assets and ample creative possibilities, but you won’t always be so blessed, and this is when the quality of your process is really going to shine.",2012,Bethany Heck,bethanyheck,2012-12-02T00:00:00+00:00,https://24ways.org/2012/starting-your-project-on-the-right-foot/,process 82,Being Prepared To Contribute,"“You’ll figure it out.” The advice my dad gives has always been the same, whether addressing my grade school homework or paying bills after college. If I was looking for a shortcut, my dad wasn’t going to be the one to provide it. When I was a kid it infuriated the hell out of me, but what I then perceived to be a lack of understanding turned out to be a keystone in my upbringing. As an adult, I realize the value in not receiving outright solutions, but being forced to figure things out. Even today, when presented with a roadblock while building for the web, I am temped to get by with the help of the latest grid system, framework, polyfill, or plugin. In and of themselves these resources are harmless, but before I can drop them in, those damn words still echo in the back of my mind: “You’ll figure it out.” I know that if I blindly implement these tools as drag and drop solutions I fail to understand the intricacies behind how and why they were built; repeatedly using them as shortcuts handicaps my skill set. When I solely rely on the tools of others, my work is at their mercy, leaving me less creative and resourceful, and, thus, less able to contribute to the advancement of our industry and community. One of my favorite things about this community is how generous and collaborative it can be. I’ve loved seeing FitVids used all over the web and regularly improved upon at Github. I bet we can all think of a time where implementing a shared resource has benefitted our own work and sanity. Because these resources are so valuable, it’s important that we continue to be a part of the conversation in order to further develop solutions and ideas. It’s easy to assume there’s someone smarter or more up-to-date in any one area, but with a degree of understanding and perspective, we can all participate. This open form of collaboration is in our web DNA. After all, its primary purpose was to promote the exchange and development of new ideas. Tim Berners-Lee proposed a global hypertext project, to be known as the World Wide Web. Based on the earlier “Enquire” work, it was designed to allow people to work together by combining their knowledge in a web of hypertext documents. I’m delighted to find that this spirit of collaborative ingenuity is alive and well on the web today. Take the story of Off Canvas as an example. I was at an ATX Dribbble meet up where I met Jason Weaver and chatted to him about his recent work on the responsive layout prototype, Off Canvas. Jason said he came across a post by Luke Wroblewski outlining the idea and saw this: If anyone is interested in building a complete example of this approach using responsive Web design techniques, let me know! From there Luke recounts: We went back and forth on email, with me laying out ideas and Jason doing all the hard work to see if they can be done and improving them bit by bit! Once we got to something we both liked, I wrote up an article explaining things and he hosted the examples. Luke took the time to clearly outline and diagram his ideas, and Jason responded with a solid proof of concept that has evolved into a tool we all have at our disposal. Victory! I have also benefitted from comrades who have taken an idea of mine into development. After blogging about some concerns in regards to maintaining hierarchy as media queries are used to shift layouts, Jordan Moore rebounded with some responsive demos where he used flexbox to (re)order content as viewport sizing changes. Similar stories can be found behind the development of things like FitVids, FitText, and Molten Leading. I love this pattern of collaboration because it involves a fairly specific process: Initial idea or prototype is outlined or built, then shared Discuss Someone develops or improves it, then shares it Discuss Someone else develops or improves it, then shares it. Infinity. This is what the web looks like when we build it together, and I’d argue that steps 2+ are absolutely crucial. A web where everyone develops their own ideas and tools independent of one another is like a room full of people talking and no one listening. The pattern itself mimics a literal web structure, and ideally we’d be able to follow a strand from one idea to the next and so on. Blessed are the curators Sometimes those lines aren’t easy to find or follow. Thankfully, there are people who painstakingly log each experiment and index much of what’s out there. Chris Coyier does this with CSS in general, and Brad Frost is doing this for responsive and multi-device design with his Pattern Library. Seriously, take a look at this page and imagine what it would take to find, track and organize the progression of each of these resources yourself. I’d argue that ongoing collections like these are more valuable than the sum of their parts when they are updated regularly as opposed to a top ten tips blog post format. Here’s my soapbox Here are a few things I appreciate about how things are shared and contributed online. And yes, I could do way better at all of them myself. Concise write-ups: honor others’ time by getting to the point. Not every idea or solution needs two thousand words to convey fully. I love long-form posts, but there’s a time and a place for them. Visual aids: if a quick illustration, screenshot, or graphic helps illustrate your point or problem, yes please. By the way, Luke Wroblewski rules the school on both of these. Demo it: host it yourself, or put it on CodePen or JS Bin for others to see. Put it on Github: share and improve with the rest of the community. Consider, however, that because someone puts something on Github doesn’t mean they’re forever bound to provide support or instruction. This isn’t a call for everyone to learn everything all the time, but if you’re curious or interested in something, skip the shortcut and get your hands dirty: sketch, prototype, question, debate, fork, and share. Figuring these things out on our own makes us valuable contributors to the web – the thing that ultimately we’re all trying to figure out together.",2012,Trent Walton,trentwalton,2012-12-03T00:00:00+00:00,https://24ways.org/2012/being-prepared-to-contribute/,process 66,Solve the Hard Problems,"So, here we find ourselves on the cusp of 2016. We’ve had a good year – the web is still alive, no one has switched it off yet. Clients still have websites, teenagers still have phone apps, and there continue to be plenty of online brands to meaningfully engage with each day. Good job team, high fives all round. As it’s the time to make resolutions, I wanted to share three small ideas to take into the new year. Get good at what you do “How do you get to Carnegie Hall?” the old joke goes. “Practise, practise, practise.” We work in an industry where there is an awful lot to learn. There’s a lot to learn to get started and then once you do, there’s a lot more to learn to keep your skills current. Just when you think you’ve mastered something, it changes. This is true of many industries, of course, but the sheer pace of change for us makes learning not an annual activity, but daily. Learning takes time, and while I’m not convinced that every skill takes the fabled ten thousand hours to master, there is certainly no escaping that to remain current we must reinvest time in keeping our skills up to date. Picking where to spend your time One of the hardest aspects of this thing of ours is just choosing what to learn. If you, like me, invested any time in learning the Less CSS preprocessor over the last few years, you’ll probably now be spending your time relearning Sass instead. If you spent time learning Grunt, chances are you’ll now be thinking about whether you should switch to Gulp. It’s not just that there are new types of tools, there are new tools and frameworks to do the things you’re already doing, but, well, differently. Deciding what to learn is hard and the costs of backing the wrong horse can seriously mount up; so much so that by the time you’ve learned and then relearned the tools everyone says you need for your job, there’s rarely enough time to spend really getting to know how best to use them. Practise, practise, practise Do you know how you don’t get to Carnegie Hall? By learning a new instrument each week. It takes time and experience to really learn something well. That goes for a new JavaScript framework as much as a violin. If you flit from one shiny new thing to another, you’re destined to produce amateurish work forever. Learn the new thing, but then stick with it long enough to get really good at it – even if Twitter trolls try to convince you it’s not cool. What’s really not cool is living as a forevernoob. If you’re still not sure what to learn, go back to basics. Considering a new CSS or JavaScript framework? Invest that time in learning the underlying CSS or JavaScript really well instead. Those skills will stand the test of time. Audience and purpose Back when I was in school, my English teacher (a nice Welsh lady, who I appreciate more now than I did back then) used to love to remind us that every piece of writing should have an audience and a purpose. So much so that audience and purpose almost became her catch phrase. For every essay, article or letter, we were reminded to consider who we were writing it for and what we were trying to achieve. It’s something I think about a lot; certainly when writing, but also in almost every other creative endeavour. Asking who is this for and what am I trying to achieve applies equally to designing a logo or website, through to composing music or writing software. Being productive It seems like everyone wants to have a product these days. As someone who used to do client services work and now has a product company, I often talk with people who are interested in taking something they’ve built in-house and turning it into a product. You know the sort of thing: a design agency with its own CMS or project management web app; the very logical thought process of: if this helps our business, maybe others will find it valuable too; the question that inevitably follows: could we turn this into a product? Whether consciously or not, the audience and purpose influence nearly every aspect of your creative process. Once written or designed or developed or created, revising a work to change the audience and purpose can be quite a challenge. No matter how much you want to turn the tension-building, atmospheric music for a horror film into a catchy chart hit, it’s going to be a struggle. Yes, it’s music, but that’s neither the audience nor purpose for which it was created. The same is absolutely true for your in-house tools – those were also designed for a specific audience and purpose. Your in-house CMS would have been designed with an audience of your own development team, who are busy implementing sites for clients. The purpose is to make that team more productive overall, taking into account considerations of maintaining multiple sites on a common codebase, training clients, a more mature and stable platform and all the other benefits of reusing the same code for each project. The audience is your team and the purpose increased productivity. That’s very different from a customer who wants to buy a polished system to use off-the-shelf. If their needs perfectly aligned with yours then they wouldn’t be in the market for your product – they would have built their own. Sometimes you hear the advice to “scratch your own itch” when it comes to product design. I don’t completely agree. Got an itch? Great. Find other itchy people and sell them a backscratcher. Building a product, like designing a website, is a lot of work. It requires knowing your audience and purpose inside out. You can’t fudge it and you can’t just hope you’ll find an audience for some old thing you have lying around. Always consider the audience and purpose for everything you create. It’s often the difference between success and failure. Solve the hard problems Human beings have a natural tendency to avoid hard problems. In digital design (websites, software, whatever) the received wisdom is often that we can get 80% of the way towards doing the hard thing by doing something that’s not very hard. Do you know what you get at the end of it? Paid. But nothing really great ever happens that way. I worked on a client project a while back where one of the big challenges was making full use of the massive image library they had built up over the years. The client had tens of thousands of photographs, along with a fair amount of video and a large MP3 audio library too. If it wasn’t managed carefully, storage sizes would get out of control, content would go unattributed, and everything would get very messy very quickly. I could tell from the outset that this aspect of the project was going to be a constant problem. So we tackled it head-on. We designed and built a media management system to hold and process all the assets, and added an API so the content management system could talk to it. Every time the site needed a photo at a new size, it made an API request to the system and everything was handled seamlessly. It was a daunting job to invest all the time and effort in building that dedicated system and API, but it really paid off. Instead of having the constant troubles of a vast library of media, it became one of the strongest parts of the project. Turn your hardest problems into your biggest strengths There’s a funny thing about hard problems. The hardest problems are the most fun to solve and have the biggest impact. Maybe you’re the sort of person who clocks in for work, does their job and clocks out at 5pm without another thought. But I don’t think you are, because you’re here reading this. If you really love what you do, I don’t think you can be satisfied in your work unless you’re seeking out and working on those hard problems. That’s where the magic is. The new year is a helpful time to think about breaking bad habits. Whether it’s smoking a bit less, or going to the gym a bit more, the ticking over of the calendar can provide the motivation for a new start. I have some suggestions for you. Get good at what you do. Practise your skills and don’t just flit from one shiny thing to the next. Remember who you’re doing it for and why. Consider the audience and purpose for everything you create. Solve the hard problems. It’s more interesting, more satisfying, and has a greater impact. As we move into 2016, these are the things I’m going to continue to work on. Maybe you’d like to join me.",2015,Drew McLellan,drewmclellan,2015-12-24T00:00:00+00:00,https://24ways.org/2015/solve-the-hard-problems/,process 62,Being Customer Supportive,"Every day in customer support is an inbox, a Twitter feed, or a software forum full of new questions. Each is brimming with your customers looking for advice, reassurance, or fixes for their software problems. Each one is an opportunity to take a break from wrestling with your own troublesome tasks and assist someone else in solving theirs. Sometimes the questions are straightforward and can be answered in a few minutes with a short greeting, a link to a help page, or a prewritten bit of text you use regularly: how to print a receipt, reset a password, or even, sadly, close your account. More often, a support email requires you to spend some time unpacking the question, asking for more information, and writing a detailed personal response, tailored to help that particular user on this particular day. Here I offer a few of my own guidelines on how to make today’s email the best support experience for both me and my customer. And even if you don’t consider what you do to be customer support, you might still find the suggestions useful for the next time you need to communicate with a client, to solve a software problem with teammates, or even reach out and ask for help yourself. (All the examples appearing in this article are fictional. Any resemblance to quotes from real, software-using persons is entirely coincidental. Except for the bit about Star Wars. That happened.) Who’s TAHT girl I’ll be honest: I briefly tried making these recommendations into a clever mnemonic like FAST (facial drooping, arm weakness, speech difficulties, time) or PAD (pressure, antiseptic, dressing). But instead, you get TAHT: tone, ask, help, thank. Ah, well. As I work through each message in my support queue, I listen to the tone of the email ask clarifying questions bring in extra help as needed and thank the customer when the problem is solved. Let’s open an email and get started! Leave your message at the sound of the tone With our enthusiasm for emoji, it can be very hard to infer someone’s tone from plain text. How much time have you spent pondering why your friend responded with “Thanks.” instead of “Thanks!”? I mean, why didn’t she :grin: or :wink: too? Our support customers, however, are often direct about how they’re feeling: I’m working against a deadline. Need this fixed ASAP!!!! This hasn’t worked in a week and I am getting really frustrated. I’ve done this ten times before and it’s always worked. I must be missing something simple. They want us to understand the urgency of this from their point of view, just as much as we want to help them in a timely manner. How this information is conveyed gives us an instant sense of whether they are frustrated, angry, or confused—and, just as importantly, how frustrated-angry-confused they are. Listen to this tone before you start writing your reply. Here are two ways I might open an email: “I’m sorry that you ran into trouble with this.” “Sorry you ran into trouble with this!” The content is largely the same, but the tone is markedly different. The first version is a serious, staid reaction to the problem the customer is having; the second version is more relaxed, but no less sincere. Matching the tone to the sender’s is an important first step. Overusing exclamation points or dropping in too-casual language may further upset someone who is already having a crummy time with your product. But to a cheerful user, a formal reply or an impersonal form response can be off-putting, and damage a good relationship. When in doubt, I err on the side of being too formal, rather than sending a reply that may be read as flip or insincere. But whichever you choose, matching your correspondent’s tone will make for a more comfortable conversation. Catch the ball and throw it back Once you’ve got that tone on lock, it’s time to tackle the question at hand. Let’s see what our customer needs help with today: I tried everything in the troubleshooting page but I can’t get it to work again. I am on a Mac. Please help. Hmm, not much information here. Now, if I got this short email after helping five other people with the same problem on Mac OS X, I would be sorely tempted to send this customer that common solution in my first reply. I’ve found it’s important to resist the urge to assume this sixth person needs the same answer as the other five, though: there isn’t enough to connect this email to the ones that came before hers. Instead, ask a few questions to start. Invest some time to see if there are other symptoms in common, like so: I’m sorry that you ran into trouble with this! I’ll need a little more information to see what’s happening here. [questions] Thank you for your help. Those questions are customized for the customer’s issue as much as possible, and can be fairly wide-ranging. They may include asking for log files, getting some screenshots, or simply checking the browser and operating system version she’s using. I’ll ask anything that might make a connection to the previous cases I’ve answered—or, just as importantly, confirm that there isn’t a connection. What’s more, a few well-placed questions may save us both from pursuing the wrong path and building additional frustration. (A note on that closing: “Thank you for your help”–I often end an email this way when I’ve asked for a significant amount of follow up information. After all, I’m imposing on my customer’s time to run any number of tests. It’s a necessary step, but I feel that thanking them is a nice acknowledgment we’re in this together.) Having said that, though, let’s bring tone back into the mix: I tried everything in the troubleshooting but I can’t get it to work again. I am on a Mac. I’m working against a deadline. Need this fixed ASAP!!!! This customer wants answers now. I’ll still ask for more details, but would consider including the solution to the previous problem in my initial reply as well. (But only if doing so can’t make the situation worse!) I’m sorry that you ran into trouble with this! I’ll need a little more information to see what’s happening here. [questions] If you’d like to try something in the meantime, delete the file named xyz.txt. (If this isn’t the cause of the problem, deleting the file won’t hurt anything.) Here’s how to find that file on your computer: [steps] Let me know how it goes! In the best case, the suggestion works and the customer is on her way. If it doesn’t solve the problem, you will get more information in answer to your questions and can explore other options. And you’ve given the customer an opportunity to be involved in fixing the issue, and some new tools which might come in handy again in the future. Bring in help The support software I use counts how many emails the customer and I have exchanged, and reports it in a summary line in my inbox. It’s an easy, passive reminder of how long the customer and I have been working together on a problem, especially first thing in the morning when I’m reacquainting myself with my open support cases. Three is the smallest number I’ll see there: the customer sends the initial question (1 email); I reply with an answer (2 emails); the customer confirms the problem is solved (3 emails). But the most complicated, stickiest tickets climb into double-digit replies, and anything that stretches beyond a dozen is worthy of a cheer in Slack when we finally get to the root of the problem and get it fixed. While an extra round of questions and answers will nudge that number higher, it gives me the chance to feel out the technical comfort level of the person I’m helping. If I ask the customer to send some screenshots or log files and he isn’t sure how to do that, I will use that information to adjust my instructions on next steps. I may still ask him to try running a traceroute on his computer, but I’ll break down the steps into a concise, numbered list, and attach screenshots of each step to illustrate it. If the issue at hand is getting complicated, take note if the customer starts to feel out of their depth technically—either because they tell you so directly or because you sense a shift in tone. If that happens, propose bringing some outside help into the conversation: Do you have a network firewall or do you use any antivirus software? One of those might be blocking a connection that the software needs to work properly; here’s a list of the required connections [link]. If you have an IT department in-house, they should be able to help confirm that none of those are being blocked. or: This error message means you don’t have permission to install the software on your own computer. Is there a systems administrator in the office that may be able to help with this? For email-based support cases, I’ll even offer to add someone from their IT department to the thread, so we can discuss the problem together rather than have the customer relay questions and answers back and forth. Similarly, there are occasionally times when my way of describing things doesn’t fit how the customer understands them. Rather than bang our heads against our keyboards, I will ask one of my support colleagues to join the conversation from our side, and see if he can explain things more clearly than I’ve been able to do. We appreciate your business. Please call again And then, o frabjous day, you get your reward: the reply which says the problem has been solved. That worked!! Thank you so much for saving my day! I wish I could send you some cookies! If you were here, I would give you my tickets to Star Wars. [Reply is an animated gif.] Sometimes the reply is a bit more understated: That fixed it. Thanks. Whether the customer is elated, satisfied, or frankly happy to be done with emailing support, I like to close longer email threads or short, complicated issues with a final thanks and reminder that we’re here to help: Thank you for the update; I’m glad to hear that solved the problem for you! I hope everything goes smoothly for you now, but feel free to email us again if you run into any other questions or problems. Best, Then mark that support case closed, and move on to the next question. Because even with the most thoughtfully designed software product, there will always be customers with questions for your capable support team to answer. Tone, ask, help, thank So there you have it: TAHT. Pay attention to tone; ask questions; bring in help; thank your customer. (Lack of) catchy mnemonics aside, good customer support is about listening, paying attention, and taking care in your replies. I think it can be summed up beautifully by this quote from Pamela Marie (as tweeted by Chris Coyier): Golden rule asking a question: imagine trying to answer it Golden rule in answering: imagine getting your answer You and your teammates are applying a variation of this golden rule in every email you write. You’re the software ambassadors to your customers and clients. You get the brunt of the problems and complaints, but you also get to help fix them. You write the apologies, but you also have the chance to make each person’s experience with your company or product a little bit better for next time. I hope that your holidays are merry and bright, and may all your support inboxes be light.",2015,Elizabeth Galle,elizabethgalle,2015-12-02T00:00:00+00:00,https://24ways.org/2015/being-customer-supportive/,process 47,Developing Robust Deployment Procedures,"Once you have developed your site, how do you make it live on your web hosting? For many years the answer was to log on to your server and upload the files via FTP. Over time most hosts and FTP clients began to support SFTP, ensuring your files were transmitted over a secure connection. The process of deploying a site however remained the same. There are issues with deploying a site in this way. You are essentially transferring files one by one to the server without any real management of that transfer. If the transfer fails for some reason, you may end up with a site that is only half updated. It can then be really difficult to work out what hasn’t been replaced or added, especially where you are updating an existing site. If you are updating some third-party software your update may include files that should be removed, but that may not be obvious to you and you risk leaving outdated files littering your file system. Updating using (S)FTP is a fragile process that leaves you open to problems caused by both connectivity and human error. Is there a better way to do this? You’ll be glad to know that there is. A modern professional deployment workflow should have you moving away from fragile manual file transfers to deployments linked to code committed into source control. The benefits of good practice You may never have experienced any major issues while uploading files over FTP, and good FTP clients can help. However, there are other benefits to moving to modern deployment practices. No surprises when you launch If you are deploying in the way I suggest in this article you should have no surprises when you launch because the code you committed from your local environment should be the same code you deploy – and to staging if you have a staging server. A missing vital file won’t cause things to start throwing errors on updating the live site. Being able to work collaboratively Source control and good deployment practice makes working with your clients and other developers easy. Deploying first to a staging server means you can show your client updates and then push them live. If you subcontract some part of the work, you can give your subcontractor the ability to deploy to staging, leaving you with the final push to launch, once you know you are happy with the work. Having a proper backup of site files with access to them from anywhere The process I will outline requires the use of hosted, external source control. This gives you a backup of your latest commit and the ability to clone those files and start working on them from any machine, wherever you are. Being able to jump back into a site quickly when the client wants a few changes When doing client work it is common for some work to be handed over, then several months might go by without you needing to update the site. If you don’t have a good process in place, just getting back to work on it may take several hours for what could be only a few hours of work in itself. A solid method for getting your local copy up to date and deploying your changes live can cut that set-up time down to a few minutes. The tool chain In the rest of this article I assume that your current practice is to deploy your files over (S)FTP, using an FTP client. You would like to move to a more robust method of deployment, but without blowing apart your workflow and spending all Christmas trying to put it back together again. Therefore I’m selecting the most straightforward tools to get you from A to B. Source control Perhaps you already use some kind of source control for your sites. Today that is likely to be Git but you might also use Subversion or Mercurial. If you are not using any source control at all then I would suggest you choose Git, and that is what I will be working with in this article. When you work with Git, you always have a local repository. This is where your changes are committed. You also have the option to push those changes to a remote repository; for example, GitHub. You may well have come across GitHub as somewhere you can go to download open source code. However, you can also set up private repositories for sites whose code you don’t want to make publicly accessible. A hosted Git repository gives you somewhere to push your commits to and deploy from, so it’s a crucial part of our tool chain. A deployment service Once you have your files pushed to a remote repository, you then need a way to deploy them to your staging environment and live server. This is the job of a deployment service. This service will connect securely to your hosting, and either automatically (or on the click of a button) transfer files from your Git commit to the hosting server. If files need removing, the service should also do this too, so you can be absolutely sure that your various environments are the same. Tools to choose from What follows are not exhaustive lists, but any of these should allow you to deploy your sites without FTP. Hosted Git repositories GitHub Beanstalk Bitbucket Standalone deployment tools Deploy dploy.io FTPloy I’ve listed Beanstalk as a hosted Git repository, though it also includes a bundled deployment tool. Dploy.io is a standalone version of that tool just for deployment. In this tutorial I have chosen two separate services to show how everything fits together, and because you may already be using source control. If you are setting up all of this for the first time then using Beanstalk saves having two accounts – and I can personally recommend them. Putting it all together The steps we are going to work through are: Getting your local site into a local Git repository Pushing the files to a hosted repository Connecting a deployment tool to your web hosting Setting up a deployment Get your local site into a local Git repository Download and install Git for your operating system. Open up a Terminal window and tell Git your name using the following command (use the name you will set up on your hosted repository). > git config --global user.name ""YOUR NAME"" Use the next command to give Git your email address. This should be the address that you will use to sign up for your remote repository. > git config --global user.email ""YOUR EMAIL ADDRESS"" Staying in the command line, change to the directory where you keep your site files. If your files are in /Users/rachel/Sites/mynicewebite you would type: > cd /Users/rachel/Sites/mynicewebsite The next command tells Git that we want to create a new Git repository here. > git init We then add our files: > git add . Then commit the files: > git commit -m “Adding initial files” The bit in quotes after -m is a message describing what you are doing with this commit. It’s important to add something useful here to remind yourself later why you made the changes included in the commit. Your local files are now in a Git repository! However, everything should be just the same as before in terms of working on the files or viewing them in a local web server. The only difference is that you can add and commit changes to this local repository. Want to know more about Git? There are some excellent resources in a range of formats here. Setting up a hosted Git repository I’m going to use Atlassian Bitbucket for my first example as they offer a free hosted and private repository. Create an account on Bitbucket. Then create a new empty repository and give it a name that will identify the repository easily. Click Getting Started and under Command Line select “I have an existing project”. This will give you a set of instructions to run on the command line. The first instruction is just to change into your working directory as we did before. We then add a remote repository, and run two commands to push everything up to Bitbucket. cd /path/to/my/repo git remote add origin https://myuser@bitbucket.org/myname/24ways-tutorial.git git push -u origin --all git push -u origin --tags When you run the push command you will be asked for the password that you set for Bitbucket. Having entered that, you should be able to view the files of your site on Bitbucket by selecting the navigation option Source in the sidebar. You will also be able to see commits. When we initially committed our files locally we added the message “Adding initial files”. If you select Commits from the sidebar you’ll see we have one commit, with the message we set locally. You can imagine how useful this becomes when you can look back and see why you made certain changes to a project that perhaps you haven’t worked on for six months. Before working on your site locally you should run: > git pull in your working directory to make sure you have all of the most up-to-date files. This is especially important if someone else might work on them, or you just use multiple machines. You then make your changes and add any changed or modified files, for example: > git add index.php Commit the change locally: > git commit -m “updated the homepage” Then push it to Bitbucket: > git push origin master If you want to work on your files on a different computer you clone them using the following command: > git clone https://myuser@bitbucket.org/myname/24ways-tutorial.git You then have a copy of your files that is already a Git repository with the Bitbucket repository set up as a remote, so you are all ready to start work. Connecting a deployment tool to your repository and web hosting The next step is deploying files. I have chosen to use a deployment tool called Deploy as it has support for Bitbucket. It does have a monthly charge – but offers a free account for open source projects. Sign up for your account then log in and create your first project. Select Create an empty project. Under Configure Repository Details choose Bitbucket and enter your username and password. If Deploy can connect, it will show you your list of projects. Select the one you want. The next screen is Add New Server and here you need to configure the server that you want to deploy to. You might set up more than one server per project. In an ideal world you would deploy to a staging server for your client preview changes and then deploy once everything is signed off. For now I’ll assume you just want to set up your live site. Give the server a name; I usually use Production for the live web server. Then choose the protocol to connect with. Unless your host really does not support SFTP (which is pretty rare) I would choose that instead of FTP. You now add the same details your host gave you to log in with your SFTP client, including the username and password. The Path on server should be where your files are on the server. When you log in with an SFTP client and you get put in the directory above public_html then you should just be able to add public_html here. Once your server is configured you can deploy. Click Deploy now and choose the server you just set up. Then choose the last commit (which will probably be selected for you) and click Preview deployment. You will then get a preview of which files will change if you run the deployment: the files that will be added and any that will be removed. At the very top of that screen you should see the commit message you entered right back when you initially committed your files locally. If all looks good, run the deployment. You have taken the first steps to a more consistent and robust way of deploying your websites. It might seem like quite a few steps at first, but you will very soon come to realise how much easier deploying a live site is through this process. Your new procedure step by step Edit your files locally as before, testing them through a web server on your own computer. Commit your changes to your local Git repository. Push changes to the remote repository. Log into the deployment service. Hit the Deploy now button. Preview the changes. Run the deployment and then check your live site. Taking it further I have tried to keep things simple in this article because so often, once you start to improve processes, it is easy to get bogged down in all the possible complexities. If you move from deploying with an FTP client to working in the way I have outlined above, you’ve taken a great step forward in creating more robust processes. You can continue to improve your procedures from this point. Staging servers for client preview When we added our server we could have added an additional server to use as a staging server for clients to preview their site on. This is a great use of a cheap VPS server, for example. You can set each client up with a subdomain – clientname.yourcompany.com – and this becomes the place where they can view changes before you deploy them. In that case you might deploy to the staging server, let the client check it out and then go back and deploy the same commit to the live server. Using Git branches As you become more familiar with using Git, and especially if you start working with other people, you might need to start developing using branches. You can then have a staging branch that deploys to staging and a production branch that is always a snapshot of what has been pushed to production. This guide from Beanstalk explains how this works. Automatic deployment to staging I wouldn’t suggest doing automatic deployment to the live site. It’s worth having someone on hand hitting the button and checking that everything worked nicely. If you have configured a staging server, however, you can set it up to deploy the changes each time a commit is pushed to it. If you use Bitbucket and Deploy you would create a deployment hook on Bitbucket to post to a URL on Deploy when a push happens to deploy the code. This can save you a few steps when you are just testing out changes. Even if you have made lots of changes to the staging deployment, the commit that you push live will include them all, so you can do that manually once you are happy with how things look in staging. Further Reading The tutorials from Git Client Tower, already mentioned in this article, are a great place to start if you are new to Git. A presentation from Liam Dempsey showing how to use the GitHub App to connect to Bitbucket Try Git from Code School The Git Workbook a self study guide to Git from Lorna Mitchell Get set up for the new year I love to start the New Year with a clean slate and improved processes. If you are still wrangling files with FTP then this is one thing you could tick off your list to save you time and energy in 2015. Post to the comments if you have suggestions of tools or ideas for ways to enhance this type of set-up for those who have already taken the first steps.",2014,Rachel Andrew,rachelandrew,2014-12-04T00:00:00+00:00,https://24ways.org/2014/developing-robust-deployment-procedures/,process 45,Is Agile Harder for Agencies?,"I once sat in a pitch meeting and watched a new business exec tell a potential client that his agency followed an agile workflow process at all times. The potential client nodded wisely, and they both agreed that agile was indeed the way to go. The meeting progressed and they signed off on a contract for a massive project, to be delivered in a standard waterfall fashion, with all manner of phases and key deliverables. Of course both of them left the meeting perfectly happy, because neither of them knew nor cared what an agile workflow process might be. That was about five years ago. As 2015 heaves into view I think it’s fair to say that attitudes have changed. Perhaps the same number of people claim to do Agile™ now as in 2010, but I think more of them are telling the truth. As a developer in an agency that works primarily with larger organisations, this year I have started to see a shift from agencies pushing agile methodologies with their clients, to clients requesting and even demanding agile practices from their agencies. Only a couple of years ago this would have been unusual behaviour. So what’s the problem? We should be happy then, no? Those of us in agencies will get to spend more time delivering great products, and less time arguing over out-of-date functional specs or battling through an adversarial change management procedure because somebody had a good idea during development rather than planning. We get to be a little bit more like our brothers and sisters in vaunted teams like the Government Digital Service, which is using agile approaches to great effect on projects that have a real benefit to their users. Almost. Unfortunately, it seems to be the case that adhering to an agile framework such as scrum is more difficult within an agency/client structure than it is for an in-house development team. This is no surprise. The Agile Manifesto was written in 2001 by a group of software developers for their own use. Many of the underlying principles of a framework like Scrum assume the existence of an in-house team, working on a highly technical project, and working for the business that employs them. The agency/client model must to some extent be retrofitted into agile frameworks. It can be done though, and there are plenty of agencies out there doing it well. This article isn’t meant to be another introduction to agile techniques – there are too many of those online already. This article is for people just dipping their toes into this way of working. I’ve laid out a few of the key reasons why adopting a more fully agile approach seems difficult, at least initially, for those of us working in agencies. 1. Agile asks more of your clients When a team adopts Scrum everyone has to get used to a number of unfamiliar roles and rituals. Few team members have a steeper learning curve than the person designated as the product owner. The product owner carries a lot of weight on their shoulders. They have to uphold the overall vision for the project. They are also meant to be the primary author of the project’s user stories (short atomic descriptions of project features which are testable and relate to a real business need). They should own this list of stories (called a backlog) and should be able to prioritise the order in which the stories are developed, to ensure that the project is delivering real value to the business early and often. When a burst of work is completed (bursts of work in Scrum are called sprints), the product owner leads a review or show-and-tell session with the wider project stakeholders. The product owner needs to understand the work that has been completed, and must champion it to the business. Finally, and most importantly, the product owner is responsible for managing the feedback and requests from stakeholders in such a way that they don’t derail the project team’s agreed workload for any given sprint, without upsetting or offending any of the stakeholders – some of whom may outrank the product owner. If you follow that spec, this is a job for a superhuman in any organisational context. And within the agency/client structure this superhuman needs to be client-side for the process to be at its most effective. So your client, who in the past might have briefed a project to an agency team and then had the work presented back to them every few weeks, is now asked to be involved with the team on a daily basis; to fight on behalf of the team when new or difficult requests come in from senior figures within their organisation; and to present the agency’s work to their own colleagues after each sprint. It’s a big change if all that gets dropped into someone’s lap without warning. There are several ways agencies can mitigate this issue. The ScrumAlliance suggests some alternative ways to structure the product owner role. The approach I have taken in the past is simply to start slow, and gradually move more of the product owner role over to the client side as and when they feel comfortable with it. If you’re working together long-term on a project, and you both see tangible improvements in the quality of the work after adopting an agile process, then your client is more likely to be open to further changes as the partnership progresses. 2. My client wants fixed costs, fixed deadlines and a fixed scope I know. Mine too. Of course they do – it is the way that agencies and clients have agreed to work in digital and other creative service industries for a very long time. On both sides of the fence we’re used to thinking about projects in this way. Of the three, fixing scope is the one that agile purists would rail hardest against. The more time we spend working on digital projects, the less sense it makes. James Archer, CEO of UI/UX design agency Forty puts it like this: For me, the Agile approach is really about acknowledging that disturbing truth that every project manager knows, but has trouble admitting. The truth that the project plan is wrong. Scope creep. Change orders. Shifting priorities. New directions. We act shocked and appalled when those things happen during our carefully planned project, even though they happen on every project ever. Successful relationships require trust and honesty, and we shouldn’t be afraid of discussing this aspect of project management. If you do move away from a fixed scope of work, then the other two items (costs and timings) can be fixed – more or less. If you can get your clients to buy into this from a standing start then you are doing well. In fact you probably deserve a promotion. For most of us this is a continual discussion. Anyway, as soon as you’ve made headway on the argument that it makes little or no sense to try and fix the scope of a digital project, you usually run into a related concern, which we’ll look at next. 3. Fear of uncontrolled costs We all know that a dog is for life, not just for Christmas. At this time of year perhaps we should reiterate to everyone that digital products and services also need support and love once we have taken the decision to bring them into the world. More organisations are realising that their investment in digital platforms should be viewed as an operational expenditure rather than a capital expenditure. But from time to time we will find ourselves working on projects for people who have a finite amount of money to invest in a product at a given point in time. When agencies start talking about these projects as rolling investments those responsible can understandably worry about their costs running out of control. There’s another factor at play here. Agile, on the whole, prefers to derive a cost for services from the hours a team spends working on a project. In other industries this is referred to as charging for time and materials, and there seems to be an ingrained distrust in this approach among people in general. See, for example, the Citizens Advice Bureau’s “Top tips for employing a builder”: “Bear in mind that if you pay a daily rate, this makes it easier for a builder to string the work out and get more money so agree what you will do if the job takes longer than expected.” It’s hard not to feel stung if you are in the builder’s shoes here, as we are when we’re talking about our role as an agency. But if you’ve ever haggled with a builder over time and materials, and also moaned about your clients misunderstanding agile methods, take a moment to reflect on the similarities from your client’s point of view. Again, there are some things we can do to mitigate this issue. Some agencies put in place a service level agreement around their team’s velocity (an agile-related term related to how much work a team delivers in any given sprint) and this can help. As the industry moves further towards a long-term approach to investment in digital I hope this fear will subside. But that shift in approach leads to the final concern I want to address. 4. Agency structures need shaking up If you work for a company that has spent many years developing a business model around the waterfall process, you may have to break through many layers of entrenched thinking in order to establish new practices and effect organisational change. There are consultancies that exist specifically to help agencies through their own agile transformation. One of these companies, AgencyAgile, provides a helpful list of common pitfalls. They emphasise the need to look at your whole agency’s structure, rather than simply encouraging project teams to adopt new workflows. Even awesomely run Agile projects can have a limited impact on the overall organization. If you’re serious about changing the way your company approaches projects then try talking to people who sit outside the usual project delivery team. Speak to the finance department if you have one, and try to convince your senior management team if they’re not already on board. And definitely speak to your new business people, who go out there and win the projects you get to work on. It’s these people who need to understand the potential business benefits of working in a new way, and also which of their existing habits and behaviours they might need to change to accommodate a new approach. Otherwise you’ll find yourself with a team of designers, developers and project managers who are ready and waiting to deliver work in an iterative and collaborative way, but by the time they get hold of the project a cost has already been agreed, a deadline has been imposed, and a functional requirements document has been painstakingly put together. Nobody wins in this situation. Conclusion So where should we go from here? I certainly don’t have hard and fast answers – I’m not sure that they exist in a one-size-fits-all approach for agencies. There are plenty of smart people thinking about this problem. It’s a hot topic right now. Earlier in the year a London-based meetup was established called Agile for Agencies. If you’re in the capital and want to discuss these issues with your peers it’s a great opportunity to do so. I’ve mentioned James Archer and Forty already. Both James and Paul Boag have written in the last twelve months on this subject. They both come out on the side of the argument that suggests you adopt agile principles, but don’t have to worry about the rituals if they don’t fit in with your practices. Personally, I think the rituals and the discipline mandated by an agile framework like Scrum can provide a great deal of value to your team, even it if is hard to implement within an agency culture that has traditionally structured its work and its services in another way. In whatever way you figure out the details, when your teams collaborate with your clients rather than work for them at arm’s length, and when everyone prioritises frequent delivery, reflection and iteration over exhaustive scoping and planning, I believe you’ll see a tangible difference in the quality of the work that you create.",2014,Charlie Perrins,charlieperrins,2014-12-12T00:00:00+00:00,https://24ways.org/2014/is-agile-harder-for-agencies/,process 41,What Is Vagrant and Why Should I Care?,"If you run a web server, a database server and your scripting language(s) of choice on your main machine and you have not yet switched to using virtualisation in your workflow then this essay may be of some value to you. I know you exist because I bump into you daily: freelancers coming in to work on our projects; internet friends complaining about reinstalling a development environment because of an operating system upgrade; fellow agency owners who struggle to brief external help when getting a particular project up and running; or even hardcore back-end developers who “don’t do ops” and prefer to run their development stack of choice locally. There are many perfectly reasonable arguments as to why you may not have already made the switch, from being simply too busy, all the way through to a distrust of the new. I’ll admit that there are many new technologies or workflows that I hear of daily and instantly disregard because I have tool overload, that feeling I get when I hear about a new shiny thing and think “Well, what I do now works – I’ll leave it for others to play with.” If that’s you when it comes to Vagrant then I hope you’ll hear me out. The business case is compelling enough for you to make that switch; as a bonus it’s also really easy to get going. In this article we’ll start off by going through the high level, the tools available and how it all fits together. Then we’ll touch on the justification for making the switch, providing a few use cases that might resonate with you. Finally, I’ll provide a very simple example that you can follow to get yourself up and running. What? You already know what virtualisation is. You use the ability to run an operating system within another operating system every day. Whether that’s Parallels or VMware on your laptop or similar server-based tools that drive the ‘cloud’, squeezing lots of machines on to physical hardware and making it really easy to copy servers and even clusters of servers from one place to another. It’s an amazing technology which has changed the face of the internet over the past fifteen years. Simply put, Vagrant makes it really easy to work with virtual machines. According to the Vagrant docs: If you’re a designer, Vagrant will automatically set everything up that is required for that web app in order for you to focus on doing what you do best: design. Once a developer configures Vagrant, you don’t need to worry about how to get that app running ever again. No more bothering other developers to help you fix your environment so you can test designs. Just check out the code, vagrant up, and start designing. While I’m not sure I agree with the implication that all designers would get others to do the configuring, I think you’ll agree that the “Just check out the code… and start designing” premise is very compelling. You don’t need Vagrant to develop your web applications on virtual machines. All you need is a virtualisation software package, something like VMware Workstation or VirtualBox, and some code. Download the half-gigabyte operating system image that you want and install it. Then download and configure the stack you’ll be working with: let’s say Apache, MySQL, PHP. Then install some libraries, CuRL and ImageMagick maybe, and finally configure the ability to easily copy files from your machine to the new virtual one, something like Samba, or install an FTP server. Once this is all done, copy the code over, import the database, configure Apache’s virtual host, restart and cross your fingers. If you’re a bit weird like me then the above is pretty easy to do and secretly quite fun. Indeed, the amount of traffic to one of my more popular blog posts proves that a lot of people have been building themselves development servers from scratch for some time (or at least trying to anyway), whether that’s on virtual or physical hardware. Or you could use Vagrant. It allows you, or someone else, to specify in plain text how the machine’s virtual hardware should be configured and what should be installed on it. It also makes it insanely easy to get the code on the server. You check out your project, type vagrant up and start work. Why? It’s worth labouring the point that Vagrant makes it really easy; I mean look-no-tangle-of-wires-or-using-vim-and-loads-of-annoying-command-line-stuff easy to run a development environment. That’s all well and good, I hear you say, but there’s a steep learning curve, an overhead to switch. You’re busy and this all sounds great but you need to get on; you’ve got a career to build or a business to run and you don’t have time to learn new stuff right now. In short, what’s the business case? The business case involves saved time, a very low barrier to entry and the ability to give the exact same environment to somebody else. Getting your first development virtual machine running will take minutes, not counting download time. Seriously, use pre-built Vagrant files and provisioners (we’ll touch on this below) and you can start developing immediately. Once you’ve finished developing you can check in your changes, ask a colleague or freelancer to check them out, and then they run the code on the exact same machine – even if they are on the other side of the world and regardless of whether they are on Windows, Linux or Apple OS X. The configuration to build the machine isn’t a huge binary disk image that’ll take ages to download from Git; it’s two small text files that can be version controlled too, so you can see any changes made to the config and roll back if needed. No more ‘It works for me’ reports; no ‘Oh, I was using PHP 5.3.3, not PHP 5.3.11’ – you’re both working on exact same copies of the development environment. With a tested and verified provisioning file you’ll have the confidence that when you brief your next freelancer in to your team there won’t be that painful to and fro of getting the system up and running, where you’re on a Skype call and they are uttering the immortal words, ‘It still doesn’t work’. You know it works because you can run it too. This portability becomes even more important when you’re working on larger sites and systems. Need a load balancer? Multiple front-end servers and a clustered database back-end? No problem. Add each server into the same Vagrant file and a single command will build all of them. As you’ll know if you work on larger, business critical systems, keeping the operating systems in sync is a real problem: one server with a slightly different library causing sporadic and hard to trace issues is a genuine time black hole. Well, the good news is that you can use the same provisioning files to keep test and production machines in sync using your current build workflow. Let’s also not forget the most simple use case: a single developer with multiple websites running on a single machine. If that’s you and you switch to using Vagrant-managed virtual machines then the next time you upgrade your operating system or do a fresh install there’s no chance that things will all stop working. The server config is all tucked away in version control with your code. Just pull it down and carry on coding. OK, got it. Show me already If you want to try this out you’ll need to install the latest VirtualBox and Vagrant for your platform. If you already have VMware Workstation or another supported virtualisation package installed you can use that instead but you may need to tweak my Vagrant file below. Depending on your operating system, a reboot might also be wise. Note: the commands below were executed on my MacBook, but should also work on Windows and Linux. If you’re using Windows make sure to run the command prompt as Administrator or it’ll fall over when trying to update the hosts file. As a quick sanity check let’s just make sure that we have the vagrant command in our path, so fire up a terminal and check the version number: $ vagrant -v Vagrant 1.6.5 We’ve one final thing to install and that’s the vagrant-hostsupdater plugin. Once again, in your terminal: $ vagrant plugin install vagrant-hostsupdater Installing the 'vagrant-hostsupdater' plugin. This can take a few minutes... Installed the plugin 'vagrant-hostsupdater (0.0.11)'! Hopefully that wasn’t too painful for you. There are two things that you need to manage a virtual machine with Vagrant: a Vagrant file: this tells Vagrant what hardware to spin up a provisioning file: this tells Vagrant what to do on the machine To save you copying and pasting I’ve supplied you with a simple example (ZIP) containing both of these. Unzip it somewhere sensible and in your terminal make sure you are inside the Vagrant folder: $ cd where/you/placed/it/24ways $ ls -l -rw-r--r--@ 1 bealers staff 11055 9 Nov 09:16 bealers-24ways.md -rw-r--r--@ 1 bealers staff 118152 9 Nov 10:08 it-works.png drwxr-xr-x 5 bealers staff 170 8 Nov 22:54 vagrant $ cd vagrant/ $ ls -l -rw-r--r--@ 1 bealers staff 1661 8 Nov 21:50 Vagrantfile -rwxr-xr-x@ 1 bealers staff 3841 9 Nov 08:00 provision.sh The Vagrant file tells Vagrant how to configure the virtual hardware of your development machine. Skipping over some of the finer details, here’s what’s in that Vagrant file: www.vm.box = ""ubuntu/trusty64"" Use Ubuntu 14.04 for the VM’s OS. Vagrant will only download this once. If another project uses the same OS, Vagrant will use a cached version. www.vm.hostname = ""bealers-24ways.dev"" Set the machine’s hostname. If, like us, you’re using the vagrant-hostsupdater plugin, this will also get added to your hosts file, pointing to the virtual machine’s IP address. www.vm.provider :virtualbox do |vb| vb.customize [""modifyvm"", :id, ""--cpus"", ""2"" ] end Here’s an example of configuring the virtual machine’s hardware on the fly. In this case we want two virtual processors. Note: this is specific for the VirtualBox provider, but you could also have a section for VMware or other supported virtualisation software. www.vm.network ""private_network"", ip: ""192.168.13.37"" This specifies that we want a private networking link between your computer and the virtual machine. It’s probably best to use a reserved private subnet like 192.168.0.0/16 or 10.0.0.0/8 www.vm.synced_folder ""../"", ""/var/www/24ways"", owner: ""www-data"", group: ""www-data"" A particularly handy bit of Vagrant magic. This maps your local 24ways parent folder to /var/www/24ways on the virtual machine. This means the virtual machine already has direct access to your code and so do you. There’s no messy copying or synchronisation – just edit your files and immediately run them on the server. www.vm.provision :shell, :path => ""provision.sh"" This is where we specify the provisioner, the script that will be executed on the machine. If you open up the provisioner you’ll see it’s a bash script that does things like: install Apache, PHP, MySQL and related libraries configure the libraries: set permissions, enable logging create a database and grant some access rights set up some code for us to develop on; in this case, fire up a vanilla WordPress installation To get this all up and running you simply need to run Vagrant from within the vagrant folder: $ vagrant up You should now get a Matrix-like stream of stuff shooting up the screen. If this is the first time Vagrant has used this particular operating system image – remember we’ve specified the latest version of Ubuntu – it’ll download the disc image and cache it for future reuse. Then all the packages are downloaded and installed and finally all our configuration steps occur incluing the download and configuration of WordPress. Halfway through proceedings it’s likely that the process will halt at a prompt something like this: ==> www: adding to (/etc/hosts) : 192.168.13.37 bealers-24ways.dev # VAGRANT: 2dbfbced1b1e79d2a0942728a0a57ece (www) / 899bd80d-4251-4f6f-91a0-d30f2d9918cc Password: You need to enter your password to give vagrant sudo rights to add the IP address and hostname mapping to your local hosts file. Once finished, fire up your browser and go to http://bealers-24ways.dev. You should see a default WordPress installation. The username for wp-admin is admin and the password is 24ways. If you take a look at your local filesystem the 24ways folder should now look like: $ cd ../ $ ls -l -rw-r--r--@ 1 bealers staff 13074 9 Nov 10:14 bealers-24ways.md drwxr-xr-x 21 bealers staff 714 9 Nov 10:06 code drwxr-xr-x 3 bealers staff 102 9 Nov 10:06 etc -rw-r--r--@ 1 bealers staff 118152 9 Nov 10:08 it-works.png drwxr-xr-x 5 bealers staff 170 9 Nov 10:03 vagrant -rwxr-xr-x 1 bealers staff 1315849 9 Nov 10:06 wp-cli $ cd vagrant/ $ ls -l -rw-r--r--@ 1 bealers staff 1661 9 Nov 09:41 Vagrantfile -rwxr-xr-x@ 1 bealers staff 3836 9 Nov 10:06 provision.sh The code folder contains all the WordPress files. You can edit these directly and refresh that page to see your changes instantly. Staying in the vagrant folder, we’ll now SSH to the machine and have a quick poke around. $ vagrant ssh Welcome to Ubuntu 14.04.1 LTS (GNU/Linux 3.13.0-39-generic x86_64) * Documentation: https://help.ubuntu.com/ System information as of Sun Nov 9 10:03:38 UTC 2014 System load: 1.35 Processes: 102 Usage of /: 2.7% of 39.34GB Users logged in: 0 Memory usage: 16% IP address for eth0: 10.0.2.15 Swap usage: 0% Graph this data and manage this system at: https://landscape.canonical.com/ Get cloud support with Ubuntu Advantage Cloud Guest: http://www.ubuntu.com/business/services/cloud 0 packages can be updated. 0 updates are security updates. vagrant@bealers-24ways:~$ You’re now logged in as the Vagrant user; if you want to become root this is easy: vagrant@bealers-24ways:~$ sudo su - root@bealers-24ways:~# Or you could become the webserver user, which is a good idea if you’re editing the web files directly on the server: root@bealers-24ways:~# su - www-data www-data@bealers-24ways:~$ www-data’s home directory is /var/www so we should be able to see our magically mapped files: www-data@bealers-24ways:~$ ls -l total 4 drwxr-xr-x 1 www-data www-data 306 Nov 9 10:09 24ways drwxr-xr-x 2 root root 4096 Nov 9 10:05 html www-data@bealers-24ways:~$ cd 24ways/ www-data@bealers-24ways:~/24ways$ ls -l total 1420 -rw-r--r-- 1 www-data www-data 13682 Nov 9 10:19 bealers-24ways.md drwxr-xr-x 1 www-data www-data 714 Nov 9 10:06 code drwxr-xr-x 1 www-data www-data 102 Nov 9 10:06 etc -rw-r--r-- 1 www-data www-data 118152 Nov 9 10:08 it-works.png drwxr-xr-x 1 www-data www-data 170 Nov 9 10:03 vagrant -rwxr-xr-x 1 www-data www-data 1315849 Nov 9 10:06 wp-cli We can also see some of our bespoke configurations: www-data@bealers-24ways:~/24ways$ cat /etc/php5/mods-available/siftware.ini upload_max_filesize = 15M log_errors = On display_errors = On display_startup_errors = On error_log = /var/log/apache2/php.log memory_limit = 1024M date.timezone = Europe/London www-data@bealers-24ways:~/24ways$ ls -l /etc/apache2/sites-enabled/ total 0 lrwxrwxrwx 1 root root 43 Nov 9 10:06 bealers-24ways.dev.conf -> /var/www/24ways/etc/bealers-24ways.dev.conf If you want to leave the server, simply type Ctrl+D a few times and you’ll be back where you started. www-data@bealers-24ways:~/24ways$ logout root@bealers-24ways:~# logout vagrant@bealers-24ways:~$ logout Connection to 127.0.0.1 closed. $ You can now halt the machine: $ vagrant halt ==> www: Attempting graceful shutdown of VM... ==> www: Removing hosts Bonus level The example I’ve provided isn’t very realistic. In the real world I’d expect the Vagrant file and provisioner to be included with the project and for it not to create the directory structure, which should already exist in your project. The same goes for the Apache VirtualHost file. You’ll also probably have a default SQL script to populate the database. As you work with Vagrant you might start to find bash provisioning to be quite limiting, especially if you are working on larger projects which use more than one server. In that case I would suggest you take a look at Ansible, Puppet or Chef. We use Ansible because we like YAML but they all do the same sort of thing. The main benefit is being able to use the same Vagrant provisioning scripts to also provision test, staging and production environments using your build workflows. Having to supply a password so the hosts file can be updated gets annoying very quicky so you can give Vagrant sudo rights: $ sudo visudo Add these lines to the bottom (Shift+G then i then Ctrl+V then Esc then :wq) Cmnd_Alias VAGRANT_HOSTS_ADD = /bin/sh -c echo ""*"" >> /etc/hosts Cmnd_Alias VAGRANT_HOSTS_REMOVE = /usr/bin/sed -i -e /*/ d /etc/hosts %staff ALL=(root) NOPASSWD: VAGRANT_HOSTS_ADD, VAGRANT_HOSTS_REMOVE Vagrant caches the operating system images that you download but it’ll download the installed software packages every time. You can get around this by using a plugin like vagrant-cachier or, if you’re really keen, maintain local Apt repositories (or whatever the equivalent is for your server architecture). At some point you might start getting a large number of virtual machines running on your poor hardware all at the same time, especially if you’re switching between projects a lot and each of those projects use lots of servers. We’re just getting to that stage now, so are considering a medium-term move to a containerised option like Docker, which seems to be maturing now. If you are keen not to use any command line tools whatsoever and you’re on OS X then you could check out Vagrant Manager as it looks quite shiny. Finally, there are a huge amount of resources to give you pre-built Vagrant machines from the likes of VVV for Wordpress, something similar for Perch, PuPHPet for generating various configurations, and a long list of pre-built operating systems at VagrantBox.es. Wrapping up Hopefully you can now see why it might be worthwhile to add Vagrant to your development workflow. Whether you’re an agency drafting in freelancers or a one-person band running lots of sites on your laptop using MAMP or something similar. Vagrant makes it easy to launch exact copies of the same machine in a repeatable and version controlled way. The learning curve isn’t too steep and, once configured, you can forget about it and focus on getting your work done.",2014,Darren Beale,darrenbeale,2014-12-05T00:00:00+00:00,https://24ways.org/2014/what-is-vagrant-and-why-should-i-care/,process 39,Meet for Learning,"“I’ve never worked in a place like this,” said one of my direct reports during our daily stand-up meeting. And with that statement, my mind raced to the most important thing about lawyering that I’ve learned from decades of watching lawyers lawyer on TV: don’t ask a question you don’t know the answer to. But I couldn’t stop myself. I wanted to learn more. The thought developed in my mind. The words formed in my mouth. And the vocalization occurred: “A place like this?” “I’ve never worked where people are so honest and transparent about things.” Designing a learning-centered culture Before we started Center Centre, Jared Spool and I discussed both the larger goals and the smaller details of this new UX design school. We talked about things like user experience, curriculum, and structure. We discussed the pattern we saw in our research. Hiring managers told us time and again that great designers have excellent technical and interpersonal skills. But, more importantly, the best designers are lifelong learners—they are willing and able to learn how to do new things. Learning this led us to ask a critical question: how would we intentionally design a learning-centered experience? To craft the experience we were aiming for, we knew we had to create a learning-centered culture for our students and our employees. We knew that our staff would need to model the behaviors our students needed to learn. We knew the best way to shape the culture was to work with our direct reports—our directs—to develop the behaviors we wanted them to exemplify. To craft the experience we were aiming for, we knew we had to create a learning-centered culture for our students and our employees. We knew that our staff would need to model the behaviors our students needed to learn. Building a learning team Our learning-centered culture starts with our staff. We believe in transparency. Transparency builds trust. Effective organizations have effective teams who trust each other as individuals. One huge way we build that trust and provide opportunities for transparency is in our meetings. (I know, I know—meetings! Yuck!) But seriously, running and participating in effective meetings is a great opportunity to build a learning-centered culture. Meetings—when done well—allow individuals time to come together, to share, and to listen. These behaviors, executed on a consistent and regular basis, build honest and trusting relationships. An effective meeting is one that achieves the desired outcomes of that meeting. While different meetings aim for different results, at Center Centre all meetings have a secondary goal: meet for learning. A framework for learning-centered meetings We’ve developed a framework for our meetings. We use it for all our meetings, which means attendees know what to expect. It also saves us from reinventing the wheel in each meeting. These basic steps help our meetings focus on the valuable face-to-face interaction we’re having, and help us truly begin to learn from one another. An agenda for a staff meeting. Use effective meeting basics Prepare for the meeting before the meeting. If you’re running the meeting, prepare a typed agenda and share it before the meeting. Agendas have start times for each item. Start the meeting on time. Don’t wait for stragglers. Define ground rules. Get input from attendees. Recurring meetings don’t have to do this every time. Keep to the meeting agenda. Put off-topic questions and ideas in a parking lot, a visual document that everyone can see, so you can address the questions and ideas later. Finish on time. And if you’ve reached the meeting’s goals, finish early. Parking lots where ideas on sticky notes can be posted for later consideration. Focus to learn Have tech-free meetings: no laptops, no phones, no things with notifications. Bring a notebook and a pen. Take notes by hand. You’re not taking minutes, you’re writing to learn. Come with a learning mindset Ask: what are our goals for this meeting? (Hopefully answered by the meeting agenda.) Ask: what can I learn overall? Ask: what can I learn from each of my colleagues? Ask: what can I share that will help the team learn overall? Ask: what can I share that will help each of my colleagues learn? Investing in regularly scheduled learning-centered meetings At Center Centre, we have two types of recurring all-staff meetings: daily stand-ups and weekly staff meetings. (We are a small organization, so it makes sense to meet as an entire group.) Yes, that means we spend thirty minutes each day in stand-up, for a total of two and a half hours of stand-up meeting time each week. And, yes, we also have a weekly ninety-minute sit-down staff meeting on top of that. This investment in time is an investment in learning. We use these meetings to build our transparency, and, therefore, our trust. The regularity of these meetings helps us maintain ongoing, open sharing about our responsibilities, our successes, and our learning. For instance, we answer five questions in our stand-up: What did I get done since the last stand-up (I reported at)? What is my goal to accomplish before the next stand-up? What’s preventing me from getting these things done, if anything? What’s the highest risk or most unknown thing right now about what I’m trying to get done? What is the most important thing I learned since the last time we met and how will what I learned change the way I approach things in the future? Each person writes out their answers to these questions before the meeting. Each person brings their answers printed on paper to the meeting. And each person brings a pen to jot down notes. Notes compiled for a stand-up meeting. During the stand-up, each person shares their answers to the five questions. To sustain a learning-centered culture, the fifth question is the most important question to answer. It allows individual reflection focused on learning. Sometimes this isn’t an easy question to answer. It makes us stretch. It makes us think. By sharing our individual answers to the fifth question, we open ourselves up to the group. When we honestly share what we’ve learned, we openly admit that we didn’t know something. Sharing like this would be scary (and even risky) if we didn’t have a learning-centered culture. We often share the actual process of how we learned something. By listening, each of us is invited to learn more about the topic at hand, consider what more there is to learn about that topic, and even gain insights into other methods of learning—which can be applied to other topics. Sharing the answers to the fifth question also allows opportunities for further conversations. We often take what someone has individually learned and find ways to apply it for our entire team in support of our organization. We are, after all, learning together. Building individual learners We strive to grow together as a team at Center Centre, but we don’t lose sight of the importance of the individuals who form our team. As individuals, we bring our goals, dreams, abilities, and prior knowledge to the team. To build learning teams, we must build individual learners. A team made up of lifelong learners, who share their learning and learn from each other, is a team that will continually produce better results. As a manager, I need to meet each direct where they are with their current abilities and knowledge. Then, I can help them take their skills and knowledge base to the next levels. This process requires each individual direct to engage in professional development. We believe effective managers help their directs engage in behaviors that support growth and development. Effective managers encourage and support learning. Our weekly one-on-ones One way we encourage learning is through weekly one-on-ones. Each of my directs meets with me, individually, for thirty minutes each week. The meeting is their meeting. It is not my meeting. My direct sets the agenda. They talk about what they want to talk about. They can talk about work. They can talk about things outside of work. They can talk about their health, their kids, and even their cat. Whatever is important to them is important to me. I listen. I take notes. Although the direct sets the specific agenda, the meeting has three main parts. Approximately ten minutes for them (the direct), ten minutes for me (the manager), and ten minutes for us to talk about their future within—and beyond—our organization. Coaching for future performance The final third of our one-on-one is when I coach my directs. Coaching looks to the direct’s future performance. It focuses on developing the direct’s skills. Coaching isn’t hard. It doesn’t take much time. For me, it usually takes less than five minutes a week during a one-on-one. The first time I coach one of my directs, I ask them to brainstorm about the skills they want to improve. They usually already have an idea about this. It’s often something they’ve wanted to work on for some time, but didn’t think they had the time or the knowhow to improve. If a direct doesn’t know what they want to improve, we discuss their job responsibilities—specifically the aspects of the job that concern them. Coaching provides an opportunity for me to ask, “In your job, what are the required skills that you feel like you don’t have (or know well enough, or perform effectively, or use with ease)?” Sometimes I have to remind a direct that it’s okay not to know how to do something (even if it’s a required part of their job). After all, our organization is a learning organization. In a learning organization, no one knows everything but everyone is willing to learn anything. After we review the job responsibilities together, I ask my direct what skill they’d like to work to improve. Whatever they choose, we focus on that skill for coaching—I’ve found my directs work better when they’re internally motivated. Sometimes the first time I talk with a direct about coaching, they get a bit anxious. If this happens, I share a personal story about my professional learning journey. I say something like: I didn’t know how to make a school before we started to make Center Centre. I didn’t know how to manage an entire team of people—day in and day out—until I started managing a team of people every day. When I realized that I was the boss—and that the success of the school would hinge, at least in part, on my skills as a manager—I was a bit terrified. I was missing an important skill set that I needed to know (and I needed to know well). When I first understood this, I felt bad—like I should have already known how to be a great manager. But then I realized, I’d never faced this situation. I’d never needed to know how to use this skill set in this way. I worked through my anxiety about feeling inadequate. I decided I’d better learn how to be an effective manager because the school needed me to be one. You needed me to be one. Every day, I work to improve my management skills. You’ve probably noticed that some days I’m better at it than others. I try not to beat myself up about this, although it’s hard—I’d like to be perfect at it. But I’m not. I know that if I make a conscious, daily effort to learn how to be a better manager, I’ll continue to improve. So that’s what I do. Every day I learn. I learn by doing. I learn how to be better than I was the day before. That’s what I ask of you. Once we determine the skill the direct wants to learn, we figure out how they can go about learning it. I ask: “How could you learn this skill?” We brainstorm for two or three minutes about this. We write down every idea that comes to mind, and we write it so both of us can easily see the options (both whiteboards and sticky notes on the wall work well for this exercise). Read a book. Research online. Watch a virtual seminar. Listen to a podcast. Talk to a mentor. Reach out to an expert. Attend a conference. Shadow someone else while they do the skill. Join a professional organization. The goal is to get the direct on a path of self-development. I’m coaching their development, but I’m not the main way my direct will learn this new skill. I ask my direct which path seems like the best place to start. I let them choose whatever option they want (as long as it works with our budget). They are more likely to follow through if they are in control of this process. Next, we work to break down the selected path into tasks. We only plan one week’s worth of tasks. The tasks are small, and the deadlines are short. My direct reports when each task is completed. At our next one-on-one, I ask my direct about their experience learning this new skill. Rinse. Repeat. That’s it. I spend five minutes a week talking with each direct about their individual learning. They develop their professional skills, and together we’re creating a learning-centered culture. Asking questions I don’t know the answer to When my direct said, “I’ve never worked where people are so honest and transparent about things,” it led me to believe that all this is working. We are building a learning-centered culture. This week I was reminded that creating a learning-centered culture starts not just with the staff, but with me. When I challenge myself to learn and then share what I’m currently learning, my directs want to learn more about what I’m learning about. For example, I decided I needed to improve my writing skills. A few weeks ago, I realized that I was sorely out of practice and I felt like I had lost my voice. So I started to write. I put words on paper. I felt overwhelmed. I felt like I didn’t know how to write anymore (at least not well or effectively). I bought some books on writing (mostly Peter Elbow’s books like Writing with Power, Writing Without Teachers, and Vernacular Eloquence), and I read them. I read them all. Reading these books was part of my personal coaching. I used the same steps to coach myself as I use with my directs when I coach them. In stand-ups, I started sharing what I accomplished (like I completed one of the books) and what I learned by doing—specific things, like engaging in freewriting and an open-ended writing process. This week, I went to lunch with one of my directs. She said, “You’ve been talking about freewriting a lot. You’re really excited about it. Freewriting seems like it’s helping your writing process. Would you tell me more about it?” So I shared the details with her. I shared the reasons why I think freewriting is helping. I’m not focused on perfection. Instead, each day I’m focused on spending ten, uninterrupted minutes writing down whatever comes to my mind. It’s opening my writing mind. It’s allowing my words to flow more freely. And it’s helping me feel less self-conscious about my writing. She said, “Leslie, when you say you’re self-conscious about your writing, I laugh. Not because it’s funny. But because when I read what you write, I think, ‘What is there to improve?’ I think you’re a great writer. It’s interesting to know that you think you can be a better writer. I like learning about your learning process. I think I could do freewriting. I’m going to give it a try.” There’s something magical about all of this. I’m not even sure I can eloquently put it into words. I just know that our working environment is something very different. I’ve never experienced anything quite like it. Somehow, by sharing that I don’t know everything and that I’m always working to learn more, I invite my directs to be really open about what they don’t know. And they see it’s possible always to learn and grow. I’m glad I ignore all the lawyering I’ve learned from watching TV. I’m glad I ask the questions I don’t know the answers to. And I’m glad my directs do the same. When we meet for learning, we accelerate and amplify the learning process—building individual learners and learning teams. Embracing the unknown and working toward understanding is what makes our culture a learning-centered culture. Photos by Summer Kohlhorst.",2014,Leslie Jensen-Inman,lesliejenseninman,2014-12-20T00:00:00+00:00,https://24ways.org/2014/meet-for-learning/,process 34,Collaborative Responsive Design Workflows,"Much has been written about workflow and designer-developer collaboration in web design, but many teams still struggle with this issue; either with how to adapt their internal workflow, or how to communicate the need for best practices like mobile first and progressive enhancement to their teams and clients. Christmas seems like a good time to have another look at what doesn’t work between us and how we can improve matters. Why is it so difficult? We’re still beginning to understand responsive design workflows, acknowledging the need to move away from static design tools and towards best practices in development. It’s not that we don’t want to change – so why is it so difficult? Changing the way we do something that has become routine is always problematic, even with small things, and the changes today’s web environment requires from web design and development teams are anything but small. Although developers also have a host of new skills to learn and things to consider, designers are probably the ones pushed furthest out of their comfort zones: as well as graphic design, a web designer today also needs an understanding of interaction design and ergonomics, because more and more websites are becoming tools rather than pages meant to be read like a book or magazine. In addition to that there are thousands of different devices and screen sizes on the market today that layout and interactions need to work on. These aspects make it impossible to design in a static design tool, so beyond having to learn about new aspects of design, the designer has to either learn how to code or learn to work with a responsive design tool. Why do it That alone is enough to leave anyone overwhelmed, as learning a new skill takes time and slows you down in a project – and on most projects time is in short supply. Yet we have to make time or fall behind in the industry as others pitch better, interactive designs. For an efficient workflow, both designers and developers must familiarise themselves with new tools and techniques. A designer has to be able to play with ideas, make small adjustments here and there, look at the result, go back to the settings and make further adjustments, and so on. You can only realistically do that if you are able to play with all the elements of a design, including interactivity, accessibility and responsiveness. Figuring out the right breakpoints in a layout is one of the foremost reasons for designing in a responsive design tool. Even if you create layouts for three viewport sizes (i.e. smartphone, tablet and the most common desktop size), you’d only cover around 30% of visitors and you might miss problems like line breaks and padding at other viewport sizes. Another advantage is consistency. In static design tools changes will not be applied across all your other layouts. A developer referring back to last week’s comps might work with outdated metrics. Furthermore, you cannot easily test what impact changes might have on previously designed areas. In a dynamic design tool such changes will be applied to the entire design and allow you to test things in site areas you had already finished. No static design tool allows you to do this, and having somebody else produce a mockup from your static designs or wireframes will duplicate work and is inefficient. How to do it When working in a responsive design tool rather than in the browser, there is still the question of how and when to communicate with the developer. I have found that working with Sass in combination with a visual style guide is very efficient, but it does need careful planning: fundamental metrics for padding, margins and font sizes, but also design elements like sliders, forms, tabs, buttons and navigational elements, should be defined at the beginning of a project and used consistently across the site. Working with a grid can help you develop a consistent design language across your site. Create a visual style guide that shows what the elements look like and how they behave across different screen sizes – and when interacted with. Put all metrics on paddings, margins, breakpoints, widths, colours and so on in a text document, ideally with names that your developer can use as Sass variables in the CSS. For example: $padding-default-vertical: 1.5em; Developers, too, need an efficient workflow to keep code maintainable and speed up the time needed for more complex interactions with an eye on accessibility and performance. CSS preprocessors like Sass allow you to work with variables and mixins for default rules, as well as style sheet partials for different site areas or design elements. Create your own boilerplate to use for your projects and then update your variables with the information from your designer for each individual project. How to get buy-in One obstacle when implementing responsive design, accessibility and content strategy is the logistics of learning new skills and iterating on your workflow. Another is how to sell it. You might expect everyone on a project (including the client) to want to design and develop the best website possible: ultimately, a great site will lead to more conversions. However, we often hear that people find it difficult to convince their teammates, bosses or clients to implement best practices. Why is that? Well, I believe a lot of it is down to how we sell it. You will have experienced this yourself: some people you trust to know what they are talking about, and others you don’t. Think about why you trust that first person but don’t buy what the other one is telling you. It is likely because person A has a self-assured, calm and assertive demeanour, while person B seems insecure and apologetic. To sell our ideas, we need to become person A! For a timid designer or developer suffering from imposter syndrome (like many of us do in this industry) that is a difficult task. So how can we become more confident in selling our expertise? Write We need to become experts. And I mean not just in writing great code or coming up with beautiful designs but at explaining why we’re doing what we’re doing. Why do you code this way or that? Why is this the best layout? Why does a website have to be accessible and responsive? Write about it. Putting your thoughts down on paper or screen is a really efficient way of getting your head around a topic and learning to make a case for something. You may even find that you come up with new ideas as you are writing, so you’ll become a better designer or developer along the way. Talk Then, talk about it. Start out in front of your team, then do a lightning talk at a web event near you, then a longer talk or workshop. Having to talk about a topic is going to help you put into spoken words the argument that you’ve previously put together in writing. Writing comes more easily when you’re starting out but we use a different register when writing than talking and you need to learn how to speak your case. Do the talk a couple of times and after each talk make adjustments where you found it didn’t work well. By this time, you are more than ready to make your case to the client. In fact, you’ve been ready since that first talk in front of your colleagues ;) Pitch Pitches used to be based on a presentation of static layouts for for three to five typical pages and three different designs. But if we want to sell interactivity, structure, usability, accessibility and responsiveness, we need to demonstrate these things and I believe that it can only do us good. I have seen a few pitches sitting in the client’s chair and static layouts are always sort of dull. What makes a website a website is the fact that I can interact with it and smooth interactions or animations add that extra sparkle. I can’t claim personal experience for this one but I’d be bold and go for only one design. One demo page matching the client’s corporate design but not any specific page for the final site. Include design elements like navigation, photography, typefaces, article layout (with real content), sliders, tabs, accordions, buttons, forms, tables (yes, tables) – everything you would include in a style tiles document, only interactive. Demonstrate how the elements behave when clicked, hovered and touched, and how they change across different screen sizes. You may even want to demonstrate accessibility features like tabbed navigation and screen reader use. Obviously, there are many approaches that will work in different situations but don’t give up on finding a process that works for you and that ultimately allows you to build delightful, accessible, responsive user experiences for the web. Make time to try new tools and techniques and don’t just work on them on the side – start using them on an actual project. It is only when we use a tool or process in the real world that we become true experts. Remember your driving lessons: once the instructor had explained how to operate the car, you were sent to practise driving on the road in actual traffic!",2014,Sibylle Weber,sibylleweber,2014-12-07T00:00:00+00:00,https://24ways.org/2014/collaborative-responsive-design-workflows/,process 25,The Introvert Owner’s Manual,"Nobody realizes that some people expend tremendous energy merely to be normal. Albert Camus “Whatever you plan, just make sure there are lots of people there,” said my husband in the run-up to his birthday last year. A few months later, before my own birthday, I uttered, “Whatever you plan, just make sure it is only me and you.” I am an introvert. It is very likely some of you are too, or that you live, work or fraternise with one. Despite there being quite a few of us out there – some say as many as one third of the population, others as little as ten per cent – I think our professional and social lives are biased towards a definition of normality that is more accepting of the extrovert. I hope that by reading this article you will gain some insight to what goes on inside the head of the introvert(s) that you know and understand how to relate to them in a way that respects their disposition. Before we go any further, I should define what exactly being an introvert means, and, equally important, what it does not. Only once this is established will you be able to handle your introvert correctly. What defines an introvert The simplest and most accurate way of describing an introvert is that she uses up energy in social situations and needs to be in solitude to recharge. To explain what I mean, let us take the example of the The Sims: when you create a Sim, you can choose (among other characteristics) whether it will be outgoing or not. If the Sim is outgoing, when you play the game you need to make sure it interacts as much as possible with other Sims or its mood indicator (the plumbob) will become red and that is a bad thing. Conversely, if your Sim is not outgoing, when you put it in too many social situations its plumbob will become red too. So your (real life) introvert might think you are great (you might even be her best friend, her spouse or her child), but if her plumbob is red, or nearly, she might just need a little time and space to recharge before she is ready to interact. This is not the same thing as being shy or in a bad mood all the time. We are not necessarily awkward in social situations, but, if we have not had the time to recharge, being social might be almost impossible. This explains why your introvert will likely ask who will be at the gathering you have planned, for how long she will have to stay there, and what she will be doing before and after the event. It is the equivalent of you wanting to know if there will be power sockets in the restaurant to charge your iPhone – asking this does not mean you don’t want to attend. The explanation above might be a simplistic way of looking at things, but I would say it is one that introverts can relate to; call it a minimalist approach to socialisation. Caring for your introvert Articles and conversations about introversion usually focus on how to fix the condition and how to make introverts more outgoing: a clear example of our society’s bias towards the normality of extroversion. Avoid this. You will not be able to convert your introvert into an extrovert. Believe it or not, there is nothing wrong with her. In her 2012 TED talk, “The power of introverts”, Susan Cain pointed to the fact that places like school and work are designed for extroverts: students and workers are required to constantly work in groups and speaking up is highly valued. Both types are evaluated against the same criteria and more often than not people are expected to excel at being outspoken to be considered well rounded. Obviously, this is not the right way to appraise your introvert. Comparing your introvert with an extrovert using the same parameters and simply asking her to behave more like an extrovert is a mistake and something that will only perpetuate an introvert’s idea that the problem lies with her. Speaking up Your introvert is likely to have strong opinions and ideas, and to have been listening to other people speak at meetings and workshops. Help her voice those thoughts by creating an environment where everyone stops and listens when someone speaks instead of one which fosters interruptions. Show her that it is acceptable for someone to take time to think before they speak: silences are OK. Allow her the freedom to be herself instead of pressuring her to change an innate quality. It is not uncommon to find an introvert who likes to express ideas in writing. The world of web professionals excels in the spread of knowledge that is shared and sought through the written word. Give your introvert the necessary time and tools to write about the job, if she is that way inclined; this might be a good alternative to asking her to speak out. Group work I remember the sinking feeling whenever I heard my teachers say the dreaded words: “And now you’re going to break out into groups of…” Being an introvert does not mean you do not like people (or like to be around or work with others). It is just that activities such as group work will invariably drain your introvert’s energy rapidly. Your introvert’s batteries will need to be fully charged for her to be at her best and afterwards she will most likely need to recharge. Quiet time These days, one of the things that I value most at work is the ability to have moments to create and to think in solitude. When I am able to have those moments at the right time I will in turn be happy to participate in group conversations and tasks. Allow your introvert to have those moments: this does not mean she will have to work from home one day a week (but maybe it will); it might simply mean allowing her to take her laptop and her notebook and work from the empty side of the office, or from the coffee shop downstairs for an hour or two. In all likelihood she will come back fully recharged and ready to engage in more social activities – her plumbob will again be bright green. Leadership Do not think that your introvert cannot lead. Cain notes that introverted leaders are more likely to let their proactive employees run with their ideas instead of taking the ideas as their own. I would say that is a positive attribute in a leader. Maybe next time a project starts, talk to your introvert about the possibility of her being in a leadership position or of having more responsibility: you might be surprised at her ability to plan and foresee potential obstacles in the project. Final thoughts You would not tell someone with dyslexia to get better at spelling without giving her the right tools and enough time to do so. Equally, do not ask your introvert to be more outgoing, or to turn her frown upside down, without giving her the space to do so. I believe that everyone is an introvert at some point. Everyone needs a moment of solitude now and then, and the work we do requires frequent periods of deep focus and concentration. Striving to create workplaces, classrooms, homes that allow introverts to shine and be comfortable in their skin has the potential to also make those places more balanced for everyone else. Resources and further reading The power of introverts 10 myths about introverts Susan Cain’s 2014 TED Talk | Announcing the Quiet Revolution Help Shy Kids — Don’t Punish Them The Introvert Advantage 6 Things You Thought Wrong About Introverts Extraversion and introversion",2014,Inayaili de León Persson,inayailideleon,2014-12-13T00:00:00+00:00,https://24ways.org/2014/the-introvert-owners-manual/,process 10,Home Kanban for Domestic Bliss,"My wife is an architect. I’m a leader of big technical teams these days, but for many years after I was a dev I was a project/program manager. Our friends and family used to watch Grand Designs and think that we would make the ideal team — she could design, I could manage the project of building or converting whatever dream home we wanted. Then we bought a house. A Victorian terrace in the north-east of England that needed, well, a fair bit of work. The big decisions were actually pretty easy: yes, we should knock through a double doorway from the dining room to the lounge; yes, we should strip out everything from the utility room and redo it; yes, we should roll back the hideous carpet in the bedrooms upstairs and see if we could restore the original wood flooring. Those could be managed like a project. What couldn’t be was all the other stuff. Incremental improvements are harder to schedule, and in a house that’s over a hundred years old you never know what you’re going to find when you clear away some tiles, or pull up the carpets, or even just spring-clean the kitchen (“Erm, hon? The paint seems to be coming off. Actually, so does the plaster…”). A bit like going in to fix bugs in code or upgrade a machine — sometimes you end up quite far down the rabbit hole. And so, as we tried to fit in those improvements in our evenings and weekends, we found ourselves disagreeing. Arguing, even. We were both trying to do the right thing (make the house better) but since we were fitting it in where we could, we often didn’t get to talk and agree in detail what was needed (exactly how to make the house better). And it’s really frustrating when you stay up late doing something, just to find that your other half didn’t mean that they meant this instead, and so your effort was wasted. Then I saw this tweet from my friend and colleague Jamie Arnold, who was using the same kanban board approach at home as we had instituted at the UK Government Digital Service to manage our portfolio. Mrs Arnold embraces Kanban wall at home. Disagreements about work in progress and priority significantly reduced.. ;) pic.twitter.com/407brMCH— Jamie Arnold (@itsallgonewrong) October 27, 2012 And despite Jamie’s questionable taste in fancy dress outfits (look closely at that board), he is a proper genius when it comes to processes and particularly agile ones. So I followed his example and instituted a home kanban board. What is this kanban of which you speak? Kanban boards are an artefact from lean manufacturing — basically a visualisation of a production process. They are used to show you where your bottlenecks are, or where one part of the process is producing components faster than another part of the process can cope. Identifying the bottlenecks leads you to set work in progress (WIP) limits, so that you get an overall more efficient system. Increasingly kanban is used as an agile software development approach, too, especially where support work (like fixing bugs) needs to be balanced with incremental enhancement (like adding new features). I’m a big advocate of kanban when you have a system that needs to be maintained and improved by the same team at the same time. Rather than the sprint-based approach of scrum (where the next sprint’s stories or features to be delivered are agreed up front), kanban lets individuals deal with incidents or problems that need investigation and bug fixing when urgent and important. Then, when someone has capacity, they can just go to the board and pull down the next feature to develop or test. So, how did we use it? One of the key tenets of kanban is that you visualise your workflow, so we put together a whiteboard with columns: Icebox; To Do Next; In Process; Done; and also a section called Blocked. Then, for each thing that needed to happen in the house, we put it on a Post-it note and initially chucked them all in the Icebox — a collection with no priority assigned yet. Each week we looked at the Icebox and pulled out a set of things that we felt should be done next. This was pulled into the To Do Next column, and then each time either of us had some time, we could just pull a new thing over into the In Process column. We agreed to review at the end of each week and move things to Done together, and to talk about whether this kanban approach was working for us or not. We quickly learned for ourselves why kanban has WIP limits as a key tenet — it’s tempting to pull everything into the To Do Next column, but that’s unrealistic. And trying to do more than one or two things each at a given time isn’t terribly productive owing to the cost of task switching. So we tend to limit our To Do Next to about seven items, and our In Process to about four (a max of two each, basically). We use the Blocked column when something can’t be completed — perhaps we can’t fix something because we discovered we don’t have the required tools or supplies, or if we’re waiting for a call back from a plumber. But it’s nice to put it to one side, knowing that it won’t be forgotten. What helped the most? It wasn’t so much the visualisation that helped us to see what we needed to do, but the conversation that happened when we were agreeing priorities, moving them to In Process and then on to Done made the biggest difference. Getting clear on the order of importance really is invaluable — as is getting clear on what Done really means! The Blocked column is also great, as it helps us keep track of things we need to do outside the house to make sure we can make progress. We also found it really helpful to examine the process itself and figure out whether it was working for us. For instance, one thing we realised is it’s worth tracking some regular tasks that need time invested in them (like taking recycling that isn’t picked up to the recycling centre) and these used to cycle around and around. So they were moved to Done as part of our weekly review, but then immediately put back in the Icebox to float back to the top again at a relevant time. But the best thing of all? That moment where we get to mark something as done! It’s immensely satisfying to review at the end of the week and have a physical marker of the progress you’ve made. All in all, a home kanban board turned out to be a very effective way to pull tasks through stages rather than always trying to plan them out in advance, and definitely made collaboration on our home tasks significantly smoother. Give it a try!",2013,Meri Williams,meriwilliams,2013-12-14T00:00:00+00:00,https://24ways.org/2013/home-kanban-for-domestic-bliss/,process 5,Managing a Mind,"On 21 May 2013, I woke in a hospital bed feeling exhausted, disorientated and ashamed. The day before, I had tried to kill myself. It’s very hard to write about this and share it. It feels like I’m opening up the deepest recesses of my soul and laying everything bare, but I think it’s important we share this as a community. Since starting tentatively to write about my experience, I’ve had many conversations about this: sharing with others; others sharing with me. I’ve been surprised to discover how many people are suffering similarly, thinking that they’re alone. They’re not. Due to an insane schedule of teaching, writing, speaking, designing and just generally trying to keep up, I reached a point where my buffers completely overflowed. I was working so hard on so many things that I was struggling to maintain control. I was living life on fast-forward and my grasp on everything was slowly slipping. On that day, I reached a low point – the lowest point of my life – and in that moment I could see only one way out. I surrendered. I can’t really describe that moment. I’m still grappling with it. All I know is that I couldn’t take it any more and I gave up. I very nearly died. I’m very fortunate to have survived. I was admitted to hospital, taken there unconscious in an ambulance. On waking, I felt overwhelmed with shame and overcome with remorse, but I was resolved to grasp the situation and address it. The experience has forced me to confront a great deal of issues in my life; it has also encouraged me to seek a deeper understanding of my situation and, in particular, the mechanics of the mind. The relentless pace of change We work in a fast-paced industry: few others, if any, confront the daily challenges we face. The landscape we work within is characterised by constant flux. It’s changing and evolving at a rate we have never experienced before. Few industries reinvent themselves yearly, monthly, weekly… Ours is one of these industries. Technology accelerates at an alarming rate and keeping abreast of this change is challenging, to say the least. As designers it can be difficult to maintain a knowledge bank that is relevant and fit for purpose. We’re on a constant rollercoaster of endless learning, trying to maintain the pace as, daily, new ideas and innovations emerge — in some cases fundamentally changing our medium. Under the pressure of client work or product design and development, it can be difficult to find the time to focus on learning the new skills we need to remain relevant and functionally competent. The result, all too often, is that the edges of our days have eroded. We no longer work nine to five; instead we work eight to six, and after the working day is over we regroup to spend our evenings learning. It’s an unsustainable situation. From the workshop to the web Added to this pressure to keep up, our work is now undertaken under a global gaze, conducted under an ever-present spotlight. Tools like Dribbble, Twitter and others, while incredibly powerful, have an unfortunate side effect, that of unfolding your ideas in public. This shift, from workshop to web, brings with it additional pressure. In the past, the early stages of creativity took place within the relative safety of the workshop, an environment where one could take risks and gather feedback from a trusted few. We had space to make and space to break. No more. Our industry’s focus (and society’s focus) on sharing, leads us now to play out our decisions in public. This shift has changed us culturally, slowly but surely easing every aspect of our process – and lives – from private to public. This is at once liberating and debilitating. If you’re not careful, an addiction to followers, likes, retweets, page views and other forms of measurement can overwhelm you. When you release your work into the wild and all it’s greeted with is silence, it can cripple you. Reflecting on this, in an insightful article titled Derailed, Rogie King asks, “Can social popularity take us off the course of growth and where we were intended to go?” He makes a powerful point, that perhaps we might focus on what really matters, setting aside statistics. He concludes that to grow as practitioners we might be best served by seeking out critique through other avenues, away from the social spotlight. On status anxiety and impostor syndrome Following my experience I embarked on a period of self-reflection. I wanted to discover what had driven me to take the course of action I had. I wanted to ensure it never happened again. I wanted to understand how the mind works and, in so doing, learn a little more about myself. I’ve only begun this journey, but two things I discovered resonated with me: the twin pressures of status anxiety and impostor syndrome. In his excellent book Status Anxiety, the philosopher Alain de Botton explores a growing concern with status anxiety, a worry about how others perceive us and how this shapes our relationship with the world. He states: We all worry about what others think of us. We all long to succeed and fear failure. We all suffer – to a greater or lesser degree, usually privately and with embarrassment – from status anxiety. […] This is an almost universal anxiety that rarely gets mentioned directly: an anxiety about what others think of us; about whether we’re judged a success or a failure, a winner or a loser. We see these pressures played out and amplified in the social sphere we all inhabit. We are social animals and we cannot help but react to the landscape we live and work within. Even if your work receives the public praise you so secretly desire, you find yourself questioning this praise. A psychological phenomenon in which sufferers are unable to internalise their accomplishments, impostor syndrome is far more widespread than you’d imagine. The author Leigh Buchanan describes it as “A fear that one is not as smart or capable as others think.” As she puts it, “People who feel like frauds chalk up their accomplishments to external factors such as luck and timing, or worry they are coasting on charm and personality rather than on talent.” At the bottom, this was all I could see. I felt overwhelmed by others’ perception of me. Was I a success or a failure? Would I be discovered as the fraud I’d convinced myself that I was? These twin pressures – that I was unconscious of at the time – had lead me to a place of crippling self-doubt, questioning my very existence. The act of discovery, of investigating how the mind functions, led me to a deeper understanding of myself. Developing an awareness of psychology and learning about conditions like status anxiety and impostor syndrome helped me to understand and recognise how my mind worked, enabling me to manage it more effectively. Make it count Reflecting upon my experience, I began to regroup, to focus on what really mattered. I’d taken on too much — as I believe many of us do. I was guilty of wanting to do all the things. I started to introduce pauses. Before blindly saying yes to everything, I forced myself to pause and ask: “Is this important?” Our community offers us huge benefits, but an always-on culture in which we’re bombarded daily by opportunity places temptation in our paths. It’s easy to get sucked in to a vortex of wanting to be a part of everything. It’s important, however, to focus. As Simon Collison puts it: I cull and surrender topics. Then I focus on my strengths, mastering my core skills. We only have so much time and we can only do so much. It’s impossible, indeed futile, to try to do everything. Sometimes we need to step back a little and just enjoy life, enjoy others’ achievements, without feeling the need to be actively involved ourselves. As Mahatma Ghandi put it: A ‘no’ uttered from deepest conviction is better and greater than a ‘yes’ merely uttered to please, or what is worse, to avoid trouble. Young India, volume 9, 1927 We need to learn to say no a little more often. We need to focus on the work that matters. This, coupled with an understanding of the mind and how it works, can help us achieve a happier balance between work and life. Don’t waste your time. You only have one life. Make it count.",2013,Christopher Murphy,christophermurphy,2013-12-21T00:00:00+00:00,https://24ways.org/2013/managing-a-mind/,process 4,Credits and Recognition,"A few weeks ago, I saw a friendly little tweet from a business congratulating a web agency on being nominated for an award. The business was quite happy for them and proud to boot — they commented on how the same agency designed their website, too. What seemed like a nice little shout-out actually made me feel a little disappointed. Why? In reality, I knew that the web agency didn’t actually design the site — I did, when I worked at a different agency responsible for the overall branding and identity. I certainly wasn’t disappointed at the business — after all, saying that someone designed your site when they were responsible for development is an easy mistake to make. Chances are, the person behind the tweets and status updates might not even know the difference between words like design and development. What really disappointed me was the reminder of how many web workers out there never explain their roles in a project when displaying work in a portfolio. If you’re strictly a developer and market yourself as such, there might be less room for confusion, but things can feel a little deceptive if you offer a wide range of services yet never credit the other players when collaboration is part of the game. Unfortunately, this was the case in this situation. Whatever happened to credit where credit’s due? Advertising attribution Have you ever thumbed through an advertising annual or browsed through the winners of an advertising awards website, like the campaign below from Kopenhagen Chocolate on Advertising Age? If so, it’s likely that you’ve noticed some big differences in how the work is credited. Everyone involved in a creative advertising project is mentioned. Art directors, writers, creative directors, photographers, illustrators and, of course, the agency all get a fair shot at fifteen minutes of fame. Why can’t we take this same idea and introduce it to our own showcases? Crediting on client sites Ah, the good old days of web rings, guestbooks, and under construction GIFs, when slipping in a cheeky “designed by” link in the footer of your masterpiece was just another common practice. These days most clients, especially larger companies and corporations, aren’t willing to have any names on their site except their own. If you’d still like to leave a little proof of authorship on a website, consider adding a humans.txt file to the root of the site and, if possible, add an author tag in the of the site: It’s a great way to add more detailed information than just a meta name without being intrusive. The example on the humanstxt.org website serves to act as a guideline, but how much detail you add is completely up to you and your team. Part of the humans.txt file on humanstxt.org Alternatively, you can use the HTML5 rel=""author"" attribute to link to information about the author of the page in the form of a mailto: address, a link to a contact form, or a separate authors page. Crediting in portfolios While humans.txt is a great approach when you’re authoring a site, it’s even more important to clearly define your role in your own portfolio. While I believe it’s proper etiquette to include the names of folks you collaborated with, sometimes it might not be necessary (or even possible) to list every single person, especially if you’ve worked with a large agency. “Fake it till you make it” is not a term that should apply to your portfolio. Clearly stating your own responsibilities means that nobody else browsing your work samples will assume that you did more than your actual share, and being ambiguous about your role isn’t fair to yourself, or others. Before adding any work to your portfolio, ensure that you have permission from your client. Even if you included a clause in your contract about being allowed to post your work online, it’s always best to double-check. Sometimes you might not know if your work has been officially launched, and leaking something before it’s ready is bound to make a client frown. Examples There are plenty of portfolios out there that we can use for inspiration. Here are some examples that I like from other folks in the web industry: Anna Debenham In her portfolio, Anna outlines her responsibilities and those of others. In the description, Anna clearly explains her duties of doing the HTML and CSS, along with performing research and testing the prototype in schools. She also credits Laura Kalbag for the design work. Naomi Atkinson Design The work portfolio of Naomi Atkinson Design is short and to the point — they were responsible for the iPhone app design and IA for Artspotter. The portfolio of Naomi Atkinson Design states clearly what they did. Amber Weinberg Amber Weinberg is strictly a developer, but a potential client could see her portfolio and assume she might be a designer as well. To avoid any misunderstandings, she states her roles up front in a section called “What I Did,” supported by examples of her code. Amber Weinberg sets out all her roles in each of her portfolio’s case studies. What if someone doesn’t want to be credited? Let’s face it — we’ve all been there. A project, for whatever reason, turns out to be an absolute disaster and we don’t feel like it’s an accurate representation of the quality of our work. If you’re crediting someone else but suspect they might rather pretend it never happened, be sure to drop them a line and ask if they’d like to be included. And, if someone contacts you and asks to remove their name, don’t feel offended — just politely remove it. Get updating! Now that the holiday season is almost here, many of you might be planning to set aside some time for personal projects. Grab yourself a gingerbread latte and get those portfolios up to date. Remember, It doesn’t have to be long-winded, just honest. Happy holidays!",2013,Geri Coady,gericoady,2013-12-16T00:00:00+00:00,https://24ways.org/2013/credits-and-recognition/,process 3,Project Hubs: A Home Base for Design Projects,"SCENE: A design review meeting. Laptop screens. Coffee cups. Project manager: Hey, did you get my email with the assets we’ll be discussing? Client: I got an email from you, but it looks like there’s no attachment. PM: Whoops! OK. I’m resending the files with the attachments. Check again? Client: OK, I see them. It’s homepage_v3_brian-edits_FINAL_for-review.pdf, right? PM: Yeah, that’s the one. Client: OK, hang on, Bill’s going to print them out. (3-minute pause. Small talk ensues.) Client: Alright, Bill’s back. We’re good to start. Brian: Oh, actually those homepage edits we talked about last time are in the homepage_v4_brian_FINAL_v2.pdf document that I posted to Basecamp earlier today. Client: Oh, OK. What message thread was that in? Brian: Uh, I’m pretty sure it’s in “Homepage Edits and Holiday Schedule.” Client: Alright, I see them. Bill’s going back to the printer. Hang on a sec… This is only a slightly exaggerated version of my experience in design review meetings. The design project dance is a sloppy one. It involves a slew of email attachments, PDFs, PSDs, revisions, GitHub repos, staging environments, and more. And while tools like Basecamp can help manage all these moving parts, it can still be incredibly challenging to extract only the important bits, juggle deliverables, and see how your project is progressing. Enter project hubs. Project hubs A project hub consolidates all the key design and development materials onto a single webpage presented in reverse chronological order. The timeline lives online (either publicly available or password protected), so that everyone involved in the team has easy access to it. A project hub. I was introduced to project hubs after seeing Dan Mall’s open redesign of Reading Is Fundamental. Thankfully, I had a chance to work with Dan on two projects where I got to see firsthand how beneficial a project hub can be. Here’s what makes a project hub great: Serves as a centralized home base for the project Trains clients and teams to decide in the browser Easily and visually view project’s progress Provides an archive for project artifacts A home base Your clients and colleagues can expect to get the latest and greatest updates to your project when visiting the project hub, the same way you’d expect to get the latest information on a requested topic when you visit a Wikipedia page. That’s the beauty of URIs that don’t change. Creating a project hub reduces a ton of email volley nonsense, and eliminates the need to produce files and directories with staggeringly ridiculous names like design/12.13.13/team/brian/for_review/_FINAL/styletile_121313_brian-edits-final_v2_FINAL.pdf. The team can simply visit the project hub’s URL and click the link to whatever artifact they need. Need to make an update? Simply update the link on the project hub. No more email tango and silly file names. Deciding in the browser Let’s change the phrase “designing in the browser” to “deciding in the browser.” Dan Mall We make websites, but all too often we find ourselves looking at web design artifacts in abstractions. We email PDFs to each other, glance at mockup JPGs on our desktops, and of course kill trees in order to print out designs so that we can scribble in the margins. All of these practices subtly take everyone further and further away from the design’s eventual final resting place: the browser. Because a project hub is just a simple webpage, reviewing designs is as easy as clicking some links, which keep your clients and teams in the browser. You can keep people in the browser with yet another clever trick from the wily Dan Mall: instead of sending clients PDFs or JPGs, he created a simple webpage and tossed his static visuals into the template (you can view an example here). This forces clients to review web design work in the browser rather than launching a PDF viewer or Preview. Now this all might sound trivial to you (“Of course my client knows that we’re designing a website!”), but keeping the design artifacts in the browser subconsciously helps remind everyone of the medium for which you’re designing, which helps everyone focus on the right aspects of the design and have the right conversations. Progress over time When you’re in the trenches, it’s often hard to visualize how a project is progressing. Tools like Basecamp include discussions, files, to-dos, and more, which are all great tools but also make things a bit noisy. Project hubs provide you and your clients a quick and easy way to see at a glance how things are coming along. Teams can rest assured they’re viewing the most current versions of designs, and managers can share progress with stakeholders simply by providing a link to the project hub. Over time, a project hub becomes an easily accessible archive of all the design decisions, which makes it easy to compare and contrast different versions of designs and prototypes. Setting up a project hub Setting up your own project hub is pretty simple. Simply create a webpage with some basic styles and branding. I’ve created a project hub template that’s available on GitHub if you want a jump-start. Publish the webpage to a URL somewhere that makes sense (we’ve found that a subdomain of your site works quite well) and share it with everyone involved in the project. Bookmark it. Let everyone know that this is where design updates will be shared, and that they can always come back to the project hub to track the project’s progress. When it comes time to share new updates, simply add a new node to the timeline and republish the webpage. Simple FTPing works just fine, but it might make sense to keep track of changes using version control. Our project hub for our open redesign of the Pittsburgh Food Bank is managed on GitHub, which means that I can make edits to the hub right from GitHub. Thanks to the magical wizardry of webhooks, I can automatically deploy the project hub so that everything stays in sync. That’s the fancy-pants way to do it, and is certainly not a requirement. As long as you’re able to easily make edits and keep your project hub up to date, you’re good to go. So that’s the hubbub Project hubs can help tame the chaos of the design process by providing a home base for all key design and development materials. Keep the design artifacts in the browser and give clients and colleagues quick insight into your project’s progress. Happy hubbing!",2013,Brad Frost,bradfrost,2013-12-17T00:00:00+00:00,https://24ways.org/2013/project-hubs/,process