Communication

Overview:

Prototyping and conceptualizing benefit greatly from good communication. Here is a recent example:

The billboarding idea started when we ran out of CPU. I thought about using cameras inside Unity to generate copies and display them around the original. Another team member suggested stereoscopic. First, I was storing movie frames and retrieving them. Another team member suggested real-time. It worked. I stewarded the idea from concept to POC (proof of concept) by having frequent unscheduled short conversations. I did all the coding, while another team member provided the interactive CPU-thirsty 3D content. The momentum of the project was maintained and the end result did achieve our CPU goal.

Scenario:

As a group, we were faced with a CPU challenge. I had an idea, billboarding. Other crucial contributions kept this idea going until we had an acceptable POC. I did all the day to day maintenance of the code, and new improvements and directions. There were many times where we spent days on alternative ideas or directions. The code and process was kept very simple. Some of the non-coders became familiar with the code. And I became familiar with the process of creating interactive 3D content. In the end, everyone involved was happy with the results.

Proof Of Concept:

We ran some tests and asked others to view actual 3D content and billboarded content, side by side, in stereoscopic 3D, and they could not tell the difference. It was exciting. And we accomplished adding dozens of billboarded content for an additional 15% of CPU.

The Jellybean Effect:

Apparently, there was an study in which lots of people where asked to guess how many jellybeans were in a large jar. Numbers came in very low, some came in close, and some where way over, as you would expect. But when they averaged the results, the number was very, very close. I try to implement the Jellybean Effect in all my projects, as much as needed.

Goals:

Common understanding of goals that change, requires lots of communication between team members. Subtle shifts in goals and priorities happen between meetings and are formalized during meetings. Frequent conversations between meetings improves coordination and keep everyone on the same page. Communication is the best way to achieve common goals. The more everyone understands common goals, the less day-to-day management is needed. Self-starters thrive in a communication-rich environment. I support these ideas.

Challenge: To communicate effectively in the most efficient manner.

Goal: Use concise text, sketches, images, animated GIFs, movie files, interactive demos, and lots of conversation.

Method: Always sharing ideas, thereby getting the network affect, resulting in a much better idea, with shared ownership.

Ownership: Everyone that contributes to an idea is remembered and referenced in future conversation.

Stewardship: Usually, the one with the idea first, becomes its steward, keeping it alive, implementing ideas from others, remembering contributions, and communicating.

Limits: Pre-determined hierarchies might interfere with such an organic process.

Results: Projects move much faster, stall less often, and everyone involved gets credit for their contributions.

Continuity: Good, consistent, timely, and interesting documentation makes it easier to revive a project after priority shifts.

Voluntary: Great diagrams are easy to read. People want to take a closer look. People not reading your emails is no longer a problem.