Hiring salesmen to talk to other salesmen is always the sleaziest part of doing anything productive. You could say the same thing about opening a restaurant.
That's what happens when the likely success scenario is selling out to an existing company rather than growing to be a genuinely large and long lived company.
I'd add to that: If you recognize a good design presented poorly, be the one to stand up and present it well, otherwise you will be stuck with the bad one.
> The biggest commercial success is not the best technical design: Nokia N95 versus the first generation iPhone
That’s not a good example. Neither is Beta vs VHS. The most they illustrate is a different law I am coining right here:
Canyon’s Law of Design Optimization: you will inevitably choose to optimize for different metrics than your customers would wish. Don’t try to convince them they are wrong.
"Ignore all the advise above and do the right thing
Subtext: This will take multiple lifetimes to accomplish"
This is particularly important considering that some of the advice is at odds with each other and engineering is an unending juggling of tradeoffs. It's also by far the hardest to achieve both technically and socially but worth striving for.
I like systems that are maintence free and easily replaceable. My experience so far in software engineering is that technologies die, so it should also be easy to replace the tecnology, like the hardware it runs on, the platform/os, the programming language and the framework.
Not all laws are hard science laws in the sense of the second law of thermodynamics; they are, however, good approximations based on experience and, in the right context, make a bit more sense.
Notes from the original author:
> I've been involved in spacecraft and space systems design and development for my entire career, including teaching the senior-level capstone spacecraft design course, for ten years at MIT and now at the University of Maryland for more than a decade. These are some bits of wisdom that I have gleaned during that time, some by picking up on the experience of others, but mostly by screwing up myself. I originally wrote these up and handed them out to my senior design class, as a strong hint on how best to survive my design experience. Months later, I get a phone call from a friend in California complimenting me on the Laws, which he saw on a "joke-of-the-day" listserve. Since then, I'm aware of half a dozen sites around the world that present various editions of the Laws, and even one site which has converted them to the Laws of Certified Public Accounting. (Don't ask...) Anyone is welcome to link to these, use them, post them, send me suggestions of additional laws, but I do maintain that this is the canonical set of Akin's Laws...
I can think of a few SaaS products in the document scanning and OCR space whose UIs are not efficient or simple, while being time consuming and, to my mind, chaotic.
There should be an Akin Exit Clause from said 3-year contracts. They have zero incentives to fix or improve _anything_ during those years of servitude.
Feels true, particularly in an era where LLMs make fast thinking cheap.
> "A bad design with a good presentation is doomed eventually. A good design with a bad presentation is doomed immediately."
That’s not a good example. Neither is Beta vs VHS. The most they illustrate is a different law I am coining right here:
Canyon’s Law of Design Optimization: you will inevitably choose to optimize for different metrics than your customers would wish. Don’t try to convince them they are wrong.
https://web.archive.org/web/20031101212246/https://spacecraf...
"Ignore all the advise above and do the right thing Subtext: This will take multiple lifetimes to accomplish"
This is particularly important considering that some of the advice is at odds with each other and engineering is an unending juggling of tradeoffs. It's also by far the hardest to achieve both technically and socially but worth striving for.
It's a nice reflection, but what is the origin of this? Can't find another reference to this "law" online.
Notes from the original author:
> I've been involved in spacecraft and space systems design and development for my entire career, including teaching the senior-level capstone spacecraft design course, for ten years at MIT and now at the University of Maryland for more than a decade. These are some bits of wisdom that I have gleaned during that time, some by picking up on the experience of others, but mostly by screwing up myself. I originally wrote these up and handed them out to my senior design class, as a strong hint on how best to survive my design experience. Months later, I get a phone call from a friend in California complimenting me on the Laws, which he saw on a "joke-of-the-day" listserve. Since then, I'm aware of half a dozen sites around the world that present various editions of the Laws, and even one site which has converted them to the Laws of Certified Public Accounting. (Don't ask...) Anyone is welcome to link to these, use them, post them, send me suggestions of additional laws, but I do maintain that this is the canonical set of Akin's Laws...
Minimize negative(painful) notions as much as possible, ideally approaching zero, while maximizing positive (pleasurable) notions.
Minimize negative(painful) notions: Uncertainty, Risk, Chaotic behavior, Randomness, Non-deterministic, Instability, Cost, Energy losses, Time consumption, Resource usage, Excessive complexity, Failure modes, Noise
Maximize positive(Pleasure) notions: Reliability, Efficiency, Deterministic, Predictability, Precision, Accuracy, Verification, Validation, Safety, Stability, Simplicity (lower complexity), Robustness, Redundancy
There should be an Akin Exit Clause from said 3-year contracts. They have zero incentives to fix or improve _anything_ during those years of servitude.