When we conduct moderated research, like user interviews or usability tests, for our clients, we encourage them to observe as many sessions as possible. We find when clients see us interview their users, and get real-time responses, they’re able to learn about the needs of their users in real-time and be more active participants in the process. One way we help clients feel engaged with the process during remote sessions is to establish a real-time communication backchannel that empowers clients to flag responses they’d like to dig into further and to share their ideas for follow-up questions.

There are several benefits to establishing a communication backchannel for moderated sessions:

• Everyone on the team, including both internal and client team members, can be actively involved throughout the data collection process rather than waiting to passively consume findings.
• Team members can identify follow-up questions in real-time which allows the moderator to incorporate those questions during the current session, rather than just considering them for future sessions.
• Subject matter experts can identify more detailed and specific follow-up questions that the moderator may not think to ask.
• Even though the whole team is engaged, a single moderator still maintains control over the conversation which creates a consistent experience for the participant.

If you’re interested in creating your own backchannel, here are some tips to make the process work smoothly:

• Use the chat tool that is already being used on the project. In most cases, we use a joint Slack workspace for the session backchannel but we’ve also used Microsoft Teams.
• Create a dedicated channel like #moderated-sessions. Conversation in this channel should be limited to backchannel discussions during sessions. This keeps the communication consolidated and makes it easier for the moderator to stay focused during the session.
• Keep communication limited. Channel participants should ask basic questions that are easy to consume quickly. Supplemental commentary and analysis should not take place in the dedicated channel.
• Use emoji responses. The moderator can add a quick thumbs up to indicate that they’ve seen a question.

Introducing backchannels for communication during remote moderated sessions has been a beneficial change to our research process. It not only provides an easy way for clients to stay engaged during the data collection process but also increases the moderator’s ability to focus on the most important topics and to ask the most useful follow-up questions.

Concurrency is the notion of multiple things happening at the same time. This is generally achieved either via time-slicing, or truly in parallel if multiple CPU cores are available to the host operating system. We've all experienced a lack of concurrency, most likely in the form of an app freezing up when running a heavy task. UI freezes don't necessarily occur due to the absence of concurrency — they could just be symptoms of buggy software — but software that doesn't take advantage of all the computational power at its disposal is going to create these freezes whenever it needs to do something resource-intensive. If you've profiled an app hanging in this way, you'll probably see a report that looks like this:

Anything related to file I/O, data processing, or networking usually warrants a background task (unless you have a very compelling excuse to halt the entire program). There aren't many reasons that these tasks should block your user from interacting with the rest of your application. Consider how much better the user experience of your app could be if instead, the profiler reported something like this:

Analyzing an image, processing a document or a piece of audio, or writing a sizeable chunk of data to disk are examples of tasks that could benefit greatly from being delegated to background threads. Let's dig into how we can enforce such behavior into our iOS applications.

A Brief History

In the olden days, the maximum amount of work per CPU cycle that a computer could perform was determined by the clock speed. As processor designs became more compact, heat and physical constraints started becoming limiting factors for higher clock speeds. Consequentially, chip manufacturers started adding additional processor cores on each chip in order to increase total performance. By increasing the number of cores, a single chip could execute more CPU instructions per cycle without increasing its speed, size, or thermal output. There's just one problem...

How can we take advantage of these extra cores? Multithreading.

Multithreading is an implementation handled by the host operating system to allow the creation and usage of n amount of threads. Its main purpose is to provide simultaneous execution of two or more parts of a program to utilize all available CPU time. Multithreading is a powerful technique to have in a programmer's toolbelt, but it comes with its own set of responsibilities. A common misconception is that multithreading requires a multi-core processor, but this isn't the case — single-core CPUs are perfectly capable of working on many threads, but we'll take a look in a bit as to why threading is a problem in the first place. Before we dive in, let's look at the nuances of what concurrency and parallelism mean using a simple diagram:

In the first situation presented above, we observe that tasks can run concurrently, but not in parallel. This is similar to having multiple conversations in a chatroom, and interleaving (context-switching) between them, but never truly conversing with two people at the same time. This is what we call concurrency. It is the illusion of multiple things happening at the same time when in reality, they're switching very quickly. Concurrency is about dealing with lots of things at the same time. Contrast this with the parallelism model, in which both tasks run simultaneously. Both execution models exhibit multithreading, which is the involvement of multiple threads working towards one common goal. Multithreading is a generalized technique for introducing a combination of concurrency and parallelism into your program.

The Burden of Threads

A modern multitasking operating system like iOS has hundreds of programs (or processes) running at any given moment. However, most of these programs are either system daemons or background processes that have very low memory footprint, so what is really needed is a way for individual applications to make use of the extra cores available. An application (process) can have many threads (sub-processes) operating on shared memory. Our goal is to be able to control these threads and use them to our advantage.

Historically, introducing concurrency to an app has required the creation of one or more threads. Threads are low-level constructs that need to be managed manually. A quick skim through Apple's Threaded Programming Guide is all it takes to see how much complexity threaded code adds to a codebase. In addition to building an app, the developer has to:

• Responsibly create new threads, adjusting that number dynamically as system conditions change
• Manage them carefully, deallocating them from memory once they have finished executing
• Leverage synchronization mechanisms like mutexes, locks, and semaphores to orchestrate resource access between threads, adding even more overhead to application code
• Mitigate risks associated with coding an application that assumes most of the costs associated with creating and maintaining any threads it uses, and not the host OS

This is unfortunate, as it adds enormous levels of complexity and risk without any guarantees of improved performance.

Grand Central Dispatch

iOS takes an asynchronous approach to solving the concurrency problem of managing threads. Asynchronous functions are common in most programming environments, and are often used to initiate tasks that might take a long time, like reading a file from the disk, or downloading a file from the web. When invoked, an asynchronous function executes some work behind the scenes to start a background task, but returns immediately, regardless of how long the original task might takes to actually complete.

A core technology that iOS provides for starting tasks asynchronously is Grand Central Dispatch (or GCD for short). GCD abstracts away thread management code and moves it down to the system level, exposing a light API to define tasks and execute them on an appropriate dispatch queue. GCD takes care of all thread management and scheduling, providing a holistic approach to task management and execution, while also providing better efficiency than traditional threads.

Let's take a look at the main components of GCD:

What've we got here? Let's start from the left:

• DispatchQueue.main: The main thread, or the UI thread, is backed by a single serial queue. All tasks are executed in succession, so it is guaranteed that the order of execution is preserved. It is crucial that you ensure all UI updates are designated to this queue, and that you never run any blocking tasks on it. We want to ensure that the app's run loop (called CFRunLoop) is never blocked in order to maintain the highest framerate. Subsequently, the main queue has the highest priority, and any tasks pushed onto this queue will get executed immediately.
• DispatchQueue.global: A set of global concurrent queues, each of which manage their own pool of threads. Depending on the priority of your task, you can specify which specific queue to execute your task on, although you should resort to using default most of the time. Because tasks on these queues are executed concurrently, it doesn't guarantee preservation of the order in which tasks were queued.

Notice how we're not dealing with individual threads anymore? We're dealing with queues which manage a pool of threads internally, and you will shortly see why queues are a much more sustainable approach to multhreading.

Serial Queues: The Main Thread

As an exercise, let's look at a snippet of code below, which gets fired when the user presses a button in the app. The expensive compute function can be anything. Let's pretend it is post-processing an image stored on the device.

At first glance, this may look harmless, but if you run this inside of a real app, the UI will freeze completely until the loop is terminated, which will take... a while. We can prove it by profiling this task in Instruments. You can fire up the Time Profiler module of Instruments by going to Xcode > Open Developer Tool > Instruments in Xcode's menu options. Let's look at the Threads module of the profiler and see where the CPU usage is highest.

We can see that the Main Thread is clearly at 100% capacity for almost 5 seconds. That's a non-trivial amount of time to block the UI. Looking at the call tree below the chart, we can see that the Main Thread is at 99.9% capacity for 4.43 seconds! Given that a serial queue works in a FIFO manner, tasks will always complete in the order in which they were inserted. Clearly the compute() method is the culprit here. Can you imagine clicking a button just to have the UI freeze up on you for that long?

Background Threads

How can we make this better? DispatchQueue.global() to the rescue! This is where background threads come in. Referring to the GCD architecture diagram above, we can see that anything that is not the Main Thread is a background thread in iOS. They can run alongside the Main Thread, leaving it fully unoccupied and ready to handle other UI events like scrolling, responding to user events, animating etc. Let's make a small change to our button click handler above:

Unless specified, a snippet of code will usually default to execute on the Main Queue, so in order to force it to execute on a different thread, we'll wrap our compute call inside of an asynchronous closure that gets submitted to the DispatchQueue.global queue. Keep in mind that we aren't really managing threads here. We're submitting tasks (in the form of closures or blocks) to the desired queue with the assumption that it is guaranteed to execute at some point in time. The queue decides which thread to allocate the task to, and it does all the hard work of assessing system requirements and managing the actual threads. This is the magic of Grand Central Dispatch. As the old adage goes, you can't improve what you can't measure. So we measured our truly terrible button click handler, and now that we've improved it, we'll measure it once again to get some concrete data with regards to performance.

Looking at the profiler again, it's quite clear to us that this is a huge improvement. The task takes an identical amount of time, but this time, it's happening in the background without locking up the UI. Even though our app is doing the same amount of work, the perceived performance is much better because the user will be free to do other things while the app is processing.

You may have noticed that we accessed a global queue of .userInitiated priority. This is an attribute we can use to give our tasks a sense of urgency. If we run the same task on a global queue of and pass it a qos attribute of background , iOS will think it's a utility task, and thus allocate fewer resources to execute it. So, while we don't have control over when our tasks get executed, we do have control over their priority.

A Note on Main Thread vs. Main Queue

You might be wondering why the Profiler shows "Main Thread" and why we're referring to it as the "Main Queue". If you refer back to the GCD architecture we described above, the Main Queue is solely responsible for managing the Main Thread. The Dispatch Queues section in the Concurrency Programming Guide says that "the main dispatch queue is a globally available serial queue that executes tasks on the application’s main thread. Because it runs on your application’s main thread, the main queue is often used as a key synchronization point for an application."

The terms "execute on the Main Thread" and "execute on the Main Queue" can be used interchangeably.

Concurrent Queues

So far, our tasks have been executed exclusively in a serial manner. DispatchQueue.main is by default a serial queue, and DispatchQueue.global gives you four concurrent dispatch queues depending on the priority parameter you pass in.

Let's say we want to take five images, and have our app process them all in parallel on background threads. How would we go about doing that? We can spin up a custom concurrent queue with an identifier of our choosing, and allocate those tasks there. All that's required is the .concurrent attribute during the construction of the queue.

Running that through the profiler, we can see that the app is now spinning up 5 discrete threads to parallelize a for-loop.

Parallelization of N Tasks

So far, we've looked at pushing computationally expensive task(s) onto background threads without clogging up the UI thread. But what about executing parallel tasks with some restrictions? How can Spotify download multiple songs in parallel, while limiting the maximum number up to 3? We can go about this in a few ways, but this is a good time to explore another important construct in multithreaded programming: semaphores.

Semaphores are signaling mechanisms. They are commonly used to control access to a shared resource. Imagine a scenario where a thread can lock access to a certain section of the code while it executes it, and unlocks after it's done to let other threads execute the said section of the code. You would see this type of behavior in database writes and reads, for example. What if you want only one thread writing to a database and preventing any reads during that time? This is a common concern in thread-safety called Readers-writer lock. Semaphores can be used to control concurrency in our app by allowing us to lock n number of threads.

Notice how we've effectively restricted our download system to limit itself to k number of downloads. The moment one download finishes (or thread is done executing), it decrements the semaphore, allowing the managing queue to spawn another thread and start downloading another song. You can apply a similar pattern to database transactions when dealing with concurrent reads and writes.

Semaphores usually aren't necessary for code like the one in our example, but they become more powerful when you need to enforce synchronous behavior whille consuming an asynchronous API. The above could would work just as well with a custom NSOperationQueue with a maxConcurrentOperationCount, but it's a worthwhile tangent regardless.

Finer Control with OperationQueue

GCD is great when you want to dispatch one-off tasks or closures into a queue in a 'set-it-and-forget-it' fashion, and it provides a very lightweight way of doing so. But what if we want to create a repeatable, structured, long-running task that produces associated state or data? And what if we want to model this chain of operations such that they can be cancelled, suspended and tracked, while still working with a closure-friendly API? Imagine an operation like this:

This would be quite cumbersome to achieve with GCD. We want a more modular way of defining a group of tasks while maintaining readability and also exposing a greater amount of control. In this case, we can use Operation objects and queue them onto an OperationQueue, which is a high-level wrapper around DispatchQueue. Let's look at some of the benefits of using these abstractions and what they offer in comparison to the lower-level GCI API:

• You may want to create dependencies between tasks, and while you could do this via GCD, you're better off defining them concretely as Operation objects, or units of work, and pushing them onto your own queue. This would allow for maximum reusability since you may use the same pattern elsewhere in an application.
• The Operation and OperationQueue classes have a number of properties that can be observed, using KVO (Key Value Observing). This is another important benefit if you want to monitor the state of an operation or operation queue.
• Operations can be paused, resumed, and cancelled. Once you dispatch a task using Grand Central Dispatch, you no longer have control or insight into the execution of that task. The Operation API is more flexible in that respect, giving the developer control over the operation's life cycle.
• OperationQueue allows you to specify the maximum number of queued operations that can run simultaneously, giving you a finer degree of control over the concurrency aspects.

The usage of Operation and OperationQueue could fill an entire blog post, but let's look at a quick example of what modeling dependencies looks like. (GCD can also create dependencies, but you're better off dividing up large tasks into a series of composable sub-tasks.) In order to create a chain of operations that depend on one another, we could do something like this:

So why not opt for a higher level abstraction and avoid using GCD entirely? While GCD is ideal for inline asynchronous processing, Operation provides a more comprehensive, object-oriented model of computation for encapsulating all of the data around structured, repeatable tasks in an application. Developers should use the highest level of abstraction possible for any given problem, and for scheduling consistent, repeated work, that abstraction is Operation. Other times, it makes more sense to sprinkle in some GCD for one-off tasks or closures that we want to fire. We can mix both OperationQueue and GCD to get the best of both worlds.

The Cost of Concurrency

DispatchQueue and friends are meant to make it easier for the application developer to execute code concurrently. However, these technologies do not guarantee improvements to the efficiency or responsiveness in an application. It is up to you to use queues in a manner that is both effective and does not impose an undue burden on other resources. For example, it's totally viable to create 10,000 tasks and submit them to a queue, but doing so would allocate a nontrivial amount of memory and introduce a lot of overhead for the allocation and deallocation of operation blocks. This is the opposite of what you want! It's best to profile your app thoroughly to ensure that concurrency is enhancing your app's performance and not degrading it.

We've talked about how concurrency comes at a cost in terms of complexity and allocation of system resources, but introducing concurrency also brings a host of other risks like:

• Deadlock: A situation where a thread locks a critical portion of the code and can halt the application's run loop entirely. In the context of GCD, you should be very careful when using the dispatchQueue.sync { } calls as you could easily get yourself in situations where two synchronous operations can get stuck waiting for each other.
• Priority Inversion: A condition where a lower priority task blocks a high priority task from executing, which effectively inverts their priorities. GCD allows for different levels of priority on its background queues, so this is quite easily a possibility.
• Producer-Consumer Problem: A race condition where one thread is creating a data resource while another thread is accessing it. This is a synchronization problem, and can be solved using locks, semaphores, serial queues, or a barrier dispatch if you're using concurrent queues in GCD.
• ...and many other sorts of locking and data-race conditions that are hard to debug! Thread safety is of the utmost concern when dealing with concurrency.

Parting Thoughts + Further Reading

If you've made it this far, I applaud you. Hopefully this article gives you a lay of the land when it comes to multithreading techniques on iOS, and how you can use some of them in your app. We didn't get to cover many of the lower-level constructs like locks, mutexes and how they help us achieve synchronization, nor did we get to dive into concrete examples of how concurrency can hurt your app. We'll save those for another day, but you can dig into some additional reading and videos if you're eager to dive deeper.

• Building Concurrent User Interfaces on iOS (WWDC 2012)
• Concurrency and Parallelism: Understanding I/O
• Apple's Official Concurrency Programming Guide
• Mutexes and Closure Capture in Swift
• Locks, Thread Safety, and Swift
• Advanced NSOperations (WWDC 2015)
• NSHipster: NSOperation

“Close your eyes and name three people who have impacted the tech industry.”

In all likelihood, that list might be overwhelmingly white and male.

And you are not alone. Numerous lists online yielded the same results. In recent years, many articles have chronicled the dearth of diversity in tech. Studies have shown the ways in which venture capital firms have systematically underestimated and undervalued innovation coming particularly from women of color. In 2016 only 88 tech startups were led by African American women, in 2018 this number had climbed to a little over 200. Between 2009 and 2017, African American women raised $289MM in venture/angel funding. For perspective, this only represents .0006% of the $424.7B in total tech venture funding raised in that same time frame. In 2018, only 34 African American women had ever raised more than a million in venture funding.

When it comes to innovation, it is not unusual for financial value to be the biggest predictor of what is considered innovative. In fact, a now largely controversial list posted by Forbes of America’s most innovative leaders in the fall of 2019 featured 99 men and one woman. Ironically, what was considered innovative was, in fact, very traditional in its presentation. The criteria used for the list was “media reputation for innovation,” social connections, a track record for value creation, and investor expectations for value creation.

The majority of African American women-led startups raise $42,000 from largely informal networks. Criteria weighted on the side of ‘track record for value creation’ and ‘investor expectations for value creation’ devalues the immense contributions of African American women leading the charge on thoughtful and necessary tech. Had Forbes used criteria for innovation that recognized emergent leadership, novel problem-solving, or original thinking outside the circles of already well-known and well-established entrepreneurs we might have learned something new. Instead, we're basically reminded that "it takes money to make money."

Meanwhile, African American women are the fastest-growing demographic of entrepreneurs in the United States. Their contributions to tech, amongst other fields, are cementing the importance of African American women in the innovation space. And they are doing this within and outside traditional tech frameworks. By becoming familiar with these entrepreneurs and their work, we can elevate their reputation and broaden our collective recognition of innovative leaders.

In honor of black history month, we have compiled a list of African American women founders leading the way in tech innovation from Alabama to the Bay Area. From rethinking energy to debt forgiveness platforms these women are crossing boundaries in every field.

Cultivating New Leaders

Kathryn Finney founder of Digitalundivided
Kathryn A. Finney is an American author, researcher, investor, entrepreneur, innovator and businesswoman. She is the founder and CEO of digitalundivided, a social enterprise that leads high potential Black and Latinx women founders through the startup pipeline from idea to exit.

Laura Weidman Co-founder Code2040
Laura Weidman Powers is the co-founder and executive director of Code2040, a nonprofit that creates access, awareness, and opportunities for minority engineering talent to ensure their leadership in the innovation economy.

Angelica Ross founder of TransTech Social Enterprises
Angelica Ross is an American businesswoman, actress, and transgender rights advocate. After becoming a self-taught computer coder, she went on to become the founder and CEO of TransTech Social Enterprises, a firm that helps employ transgender people in the tech industry.

Christina Souffrant Ntim co-founder of Global Startup Ecosystem
Christina Souffrant Ntim is the co-founder of award-winning digital accelerator platform – Global Startup Ecosystem which graduates over 1000+ companies across 90+ countries a year.

Media and Entertainment

Bryanda Law founder of Quirktastic
Bryanda Law is the founder of Quirktastic, a modern media-tech company on a mission to grow the largest and most authentically engaged community of fandom-loving people of color.

Morgan Debaun founder of Blavity Inc.
Morgan DeBaun is an African American entrepreneur. She is the Founder and CEO of Blavity Inc., a portfolio of brands and websites created by and for black millennials

Cheryl Contee co-founder of Do Big Things
Cheryl Contee is the award-winning CEO and co-founder of Do Big Things, a digital agency that creates new narratives and tech for a new era focused on causes and campaigns.

Farah Allen founder of The Labz
Farah Allen is the CEO and founder of The Labz, a collaborative workspace that provides automated tracking, rights management, protection—using Blockchain technology—of your music files during and after you create them.

Health/Wellness

Mara Lidey co-founder of Shine
Marah Lidey is the co-founder & co-CEO of Shine. Shine aims to reinvent health and wellness for millennials through messaging technology.

Alicia Thomas co-founder of Dibs
Alicia Thomas is the founder and CEO of Dibs, a B2B digital platform that gives studios quick and easy access to real-time pricing for fitness classes.

Erica Plybeah Hemphill founder of MedHaul
Erica Plybeah Hemphill is the founder of MedHaul. MedHaul offers cloud-based solutions that ease the burdens of managing patient transportation.

Star Cunningham founder of 4D Healthware
Star Cunningham is the founder and CEO of 4D Healthware. 4D Healthware is patient engagement software that makes personalized medicine possible through connected data.

Kimberly Wilson founder of HUED
Kimberly Wilson is the founder of HUED. HUED is a healthcare technology startup that helps patients find and book appointments with Black and Latinx healthcare providers.

Financial

Viola Llewellyn co-founder of Ovamba Solutions
Viola Llewellyn is the co-founder and the president of Ovamba Solutions, a US-based fintech company that provides micro, small, and medium enterprises in Africa and the Middle East with microfinance through a mobile platform.

NanaEfua Baidoo Afoh-Manin, Briana DeCuir and Joanne Moreau founders of Shared Harvest Fund
NanaEfua, Briana and Joanne are the founders of Shared Harvest Fund. Shared Harvest Fund provides real opportunities for talented people to volunteer away their student loans.

Sheena Allen founder of CapWay
Sheena Allen is best known as the founder and CEO of fintech company and mobile bank CapWay.

Education

Helen Adeosun co-founder of CareAcademy
Helen Adeosun is the co-founder, president and CEO of CareAcademy, a start-up dedicated to professionalizing caregiving through online classes. CareAcademy brings professional development to caregivers at all levels.

Alexandra Bernadotte founder of Beyond 12
Alex Bernadotte is the founder and chief executive officer of Beyond 12, a nonprofit that integrates personalized coaching with intelligent technology to increase the number of traditionally underserved students who earn a college degree.

Shani Dowell founder of Possip
Shani Dowell is the founder of Possip, a platform that simplifies feedback between parents, schools and districts. Learn more at possipit.com.

Kaya Thomas of We Read Too
Kaya Thomas is an American computer scientist, app developer and writer. She is the creator of We Read Too, an iOS app that helps readers discover books for and by people of color.

Kimberly Gray founder of Uvii
Kimberly Gray is the founder of Uvii. Uvii helps students to communicate and collaborate on mobile with video, audio, and text

Nicole Neal co-founder of ProcureK12 by Noodle Markets
Nicole Neal is the co-founder and CEO of ProcureK12 by Noodle Markets. ProcureK12 makes purchasing for education simple. They combine a competitive school supply marketplace with quote request tools and bid management.

Beauty/Fashion/Consumer goods

Regina Gwyn founder of TresseNoire
Regina Gwynn is the co-founder & CEO of TresseNoire, the leading on-location beauty booking app designed for women of color in New York City and Philadelphia.

Camille Hearst co-founder of Kit.
Camille Hearst is the CEO and co-founder of Kit. Kit lets experts create shoppable collections of products so their followers can buy and the experts can make some revenue from what they share.

Esosa Ighodaro co-founder of CoSign Inc.
Esosa Ighodaro is the co-founder of CoSign Inc., which was founded in 2013. CoSign is a mobile application that transfers social media content into commerce giving cash for endorsing and cosigning products and merchandise like clothing, home goods, technology and more.

Environment

Jessica Matthews founder of Uncharted Power
Jessica O. Matthews is a Nigerian-American inventor, CEO and venture capitalist. She is the co-founder of Uncharted Power, which made Soccket, a soccer ball that can be used as a power generator.

Etosha Cave co-founder of Opus 12
Etosha R. Cave is an American mechanical engineer based in Berkeley, California. She is the Co-Founder and Chief Scientific Officer of Opus 12, a startup that recycles carbon dioxide.

Kellee James founder of Mercaris, Inc.
Kellee James is the founder and CEO of Mercaris, Inc., a growing, minority-led start-up that makes efficient trading of organic and non-GMO commodities possible via market data service exchanges and trading platforms.

Workplace

Lisa Skeete Tatum founder of Landit
Lisa Skeete Tatum is the founder and CEO of Landit, a technology platform created to increase the success and engagement of women in the workplace, and to enable companies to attract, develop, and retain high-potential, diverse talent.

Netta Jenkins and Jacinta Mathis founders of Dipper
Netta Jenkins and Jacinta Mathis are founders of Dipper, a platform that acts as a safe digital space for individuals of color in the workplace.

Sherisse Hawkins founder of Pagedip
Sherisse Hawkins is the visionary and founder of Pagedip. Pagedip is a cloud-based software solution that allows you to bring depth to digital documents, enabling people to read (text), watch (video) and do (interact) all in the same place without ever having to leave the page.

Thkisha DeDe Sanogo founder of MyTAASK
Thkisha DeDe Sanogo is the founder of MyTAASK. MyTAASK is a personal planning platform dedicated to getting stuff done in real-time.

Home

Jean Brownhill founder of Sweeten 
Jean Brownhill is the founder and CEO of Sweeten, an award-winning service that helps homeowners and business owners find and manage the best vetted general contractors for major renovation projects.

Reham Fagiri co-founder of AptDeco
Reham Fagiri is the co-founder of AptDeco. AptDeco is an online marketplace for buying and selling quality preowned furniture with pick up and delivery built into the service.

Stephanie Cummings founder of Please Assist Me
Stephanie Cummings is the founder and CEO of Please Assist me. Please Assist Me is an apartment task service in Nashville, TN. The organization empowers working professionals by allowing them to outsource their weekly chores to their own personal team.

Law

Kristina Jones co-founder of Court Buddy
Kristina Jones is the co-founder of Court Buddy, a service that matches clients with lawyers.

Sonja Ebron and Debra Slone founders of Courtroom5
Sonja Ebron and Debra Slone are the founders of Courtroom5. Courtroom5 helps you represent yourself in court with tools, training, and community designed for pro se litigants.

Crowdfunding

Zuley Clarke founder of Business Gift Registry
Zuley Clarke is the founder of Business Gift Registry, a crowdfunding platform that lets friends and family support an entrepreneur through gift-giving just like they would support a couple for a wedding.

In my last post, I covered what LiveView is at a high level. In this series, we’re going to dive deeper and implement a LiveView powered Markdown editor called Frampton. This series assumes you have some familiarity with Phoenix and Elixir, including having them set up locally. Check out Elizabeth’s three-part series on getting started with Phoenix for a refresher.

This series has a companion repository published on GitHub. Get started by cloning it down and switching to the starter branch. You can see the completed application on master. Our goal today is to make a Markdown editor, which allows a user to enter Markdown text on a page and see it rendered as HTML next to it in real-time. We’ll make use of LiveView for the interaction and the Earmark package for rendering Markdown. The starter branch provides some styles and installs LiveView.

Rendering Markdown

Let’s set aside the LiveView portion and start with our data structures and the functions that operate on them. To begin, a Post will have a body, which holds the rendered HTML string, and title. A string of markdown can be turned into HTML by calling Post.render(post, markdown). I think that just about covers it!

First, let’s define our struct in lib/frampton/post.ex:

Now the failing test (in test/frampton/post_test.exs):

Our render method will just be a wrapper around Earmark.as_html!/2 that puts the result into the body of the post. Add {:earmark, "~> 1.4.3"} to your deps in mix.exs, run mix deps.get and fill out render function:

Our test should now pass, and we can render posts! [Note: we’re using the as_html! method, which prints error messages instead of passing them back to the user. A smarter version of this would handle any errors and show them to the user. I leave that as an exercise for the reader…] Time to play around with this in an IEx prompt (run iex -S mix in your terminal):

Great! That’s exactly what we’d expect. You can find the final code for this in the render_post branch.

LiveView Editor

Now for the fun part: Editing this live!

First, we’ll need a route for the editor to live at: /editor sounds good to me. LiveViews can be rendered from a controller, or directly in the router. We don’t have any initial state, so let's go straight from a router.

First, let's put up a minimal test. In test/frampton_web/live/editor_live_test.exs:

This test doesn’t do much yet, but notice that it isn’t live view specific. Our first render is just the same as any other controller test we’d write. The page’s content is there right from the beginning, without the need to parse JavaScript or make API calls back to the server. Nice.

To make that test pass, add a route to lib/frampton_web/router.ex. First, we import the LiveView code, then we render our Editor:

Now place a minimal EditorLive module, in lib/frampton_web/live/editor_live.ex:

And we have a passing test suite! The ~L sigil designates that LiveView should track changes to the content inside. We could keep all of our markup in this render/1 method, but let’s break it out into its own template for demonstration purposes.

Move the contents of render into lib/frampton_web/templates/editor/show.html.leex, and replace EditorLive.render/1 with this one liner: def render(assigns), do: FramptonWeb.EditorView.render("show.html", assigns). And finally, make an EditorView module in lib/frampton_web/views/editor_view.ex:

Our test should now be passing, and we’ve got a nicely separated out template, view and “live” server. We can keep markup in the template, helper functions in the view, and reactive code on the server. Now let’s move forward to actually render some posts!

Handling User Input

We’ve got four tasks to accomplish before we are done:

1. Take markdown input from the textarea
2. Send that input to the LiveServer
3. Turn that raw markdown into HTML
4. Return the rendered HTML to the page.

Event binding

To start with, we need to annotate our textarea with an event binding. This tells the liveview.js framework to forward DOM events to the server, using our liveview channel. Open up lib/frampton_web/templates/editor/show.html.leex and annotate our textarea:

<textarea phx-keyup="render_post"></textarea>

This names the event (render_post) and sends it on each keyup. Let’s crack open our web inspector and look at the web socket traffic. Using Chrome, open the developer tools, navigate to the network tab and click WS. In development you’ll see two socket connections: one is Phoenix LiveReload, which polls your filesystem and reloads pages appropriately. The second one is our LiveView connection. If you let it sit for a while, you’ll see that it's emitting a “heartbeat” call. If your server is running, you’ll see that it responds with an “ok” message. This lets LiveView clients know when they've lost connection to the server and respond appropriately.

Now, type some text and watch as it sends down each keystroke. However, you’ll also notice that the server responds with a “phx_error” message and wipes out our entered text. That's because our server doesn’t know how to handle the event yet and is throwing an error. Let's fix that next.

Event handling

We’ll catch the event in our EditorLive module. The LiveView behavior defines a handle_event/3 callback that we need to implement. Open up lib/frampton_web/live/editor_live.ex and key in a basic implementation that lets us catch events:

The first argument is the name we gave to our event in the template, the second is the data from that event, and finally the socket we’re currently talking through. Give it a try, typing in a few characters. Look at your running server and you should see a stream of events that look something like this:

There’s our keystrokes! Next, let’s pull out that value and use it to render HTML.

Rendering Markdown

Lets adjust our handle_event to pattern match out the value of the textarea:

def handle_event("render_post", %{"value" => raw}, socket) do

Now that we’ve got the raw markdown string, turning it into HTML is easy thanks to the work we did earlier in our Post module. Fill out the body of the function like this:

If you type into the textarea you should see output that looks something like this:

Perfect! Lastly, it’s time to send that rendered html back to the page.

Returning HTML to the page

In a LiveView template, we can identify bits of dynamic data that will change over time. When they change, LiveView will compare what has changed and send over a diff. In our case, the dynamic content is the post body.

Open up show.html.leex again and modify it like so:

Refresh the page and see:

Whoops!

The @post variable will only be available after we put it into the socket’s assigns. Let’s initialize it with a blank post. Open editor_live.ex and modify our mount/3 function:

In the future, we could retrieve this from some kind of storage, but for now, let's just create a new one each time the page refreshes. Finally, we need to update the Post struct with user input. Update our event handler like this:

Let's load up http://localhost:4000/editor and see it in action.

Nope, that's not quite right! Phoenix won’t render this as HTML because it’s unsafe user input. We can get around this (very good and useful) security feature by wrapping our content in a raw/1 call. We don’t have a database and user processes are isolated from each other by Elixir. The worst thing a malicious user could do would be crash their own session, which doesn’t bother me one bit.

Check the edit_posts branch for the final version.

Conclusion

That’s a good place to stop for today. We’ve accomplished a lot! We’ve got a dynamically rendering editor that takes user input, processes it and updates the page. And we haven’t written any JavaScript, which means we don’t have to maintain or update any JavaScript. Our server code is built on the rock-solid foundation of the BEAM virtual machine, giving us a great deal of confidence in its reliability and resilience.

In the next post, we’ll tackle making a shared editor, allowing multiple users to edit the same post. This project will highlight Elixir’s concurrency capabilities and demonstrate how LiveView builds on them to enable some incredible user experiences.

I get into this situation sometimes. Maybe you do too. I merge feature work into a branch used to collect features, and then continue development but on that branch instead of back on the feature branch

and have to move those commits to the feature branch they belong in and take them out of the throwaway accumulator branch

Maybe you prefer

over

Either way, that works. But it'd be nicer if we didn't have to type or even remember the branches' names and the remote's name. They are what is keeping this from being a context-independent string of commands you run any time this mistake happens. That's what we're going to solve here.

Shorthands for longevity

I like to use all possible natively supported shorthands. There are two broad motivations for that.

1. Fingers have a limited number of movements in them. Save as many as possible left late in life.
2. Current research suggests that multitasking has detrimental effects on memory. Development tends to be very heavy on multitasking. Maybe relieving some of the pressure on quick-access short term memory (like knowing all relevant branch names) add up to leave a healthier memory down the line.

First up for our scenario: the - shorthand, which refers to the previously checked out branch. There are a few places we can't use it, but it helps a lot:

We cannot use - when cherry-picking a range

and even if we could we'd still have provide the remote's name (here, origin).

That shorthand doesn't apply in the later reset --hard command, and we cannot use it in the branch -D && checkout approach either. branch -D does not support the - shorthand and once the branch is deleted checkout can't reach it with -:

So we have to remember the remote's name (we know it's origin because we are devoting memory space to knowing that this isn't one of those times it's something else), the remote tracking branch's name, the local branch's name, and we're typing those all out. No good! Let's figure out some shorthands.

@{-<n>} is hard to say but easy to fall in love with

We can do a little better by using @{-<n>} (you'll also sometimes see it referred to be the older @{-N}). It is a special construct for referring to the nth previously checked out ref.

Back in our scenario, we're on qa-environment, we switch to feature, and then want to refer to qa-environment. That's @{-1}! So instead of

We can do

Here's where we are (🎉 marks wins from -, 💥 marks the win from @{-1})

One down, two to go: we're still relying on memory for the remote's name and the remote branch's name and we're still typing both out in full. Can we replace those with generic shorthands?

@{-1} is the ref itself, not the ref's name, we can't do

because there is no branch origin/@{-1}. For the same reason, @{-1} does not give us a generalized shorthand for the scenario's later git reset --hard origin/qa-environment command.

But good news!

Do @{u} @{push}

@{upstream} or its shorthand @{u} is the remote branch a that would be pulled from if git pull were run. @{push} is the remote branch that would be pushed to if git push was run.

we can

Tacking either onto a branch name will give that branch's @{upstream} or @{push}. For example

is the branch branch-a pulls from.

In the common workflow where a branch pulls from and pushes to the same branch, @{upstream} and @{push} will be the same, leaving @{u} as preferable for its terseness. @{push} shines in triangular workflows where you pull from one remote and push to another (see the external links below).

Going back to our scenario, it means short, portable commands with a minimum human memory footprint. (🎉 marks wins from -, 💥 marks the win from @{-1}, 😎 marks the wins from @{u}.)

Make the things you repeat the easiest to do

Because these commands are generalized, we can run some series of them once, maybe

or

and then those will be in the shell history just waiting to be retrieved and run again the next time, whether with CtrlR incremental search or history substring searching bound to the up arrow or however your interactive shell is configured. Or make it an alias, or even better an abbreviation if your interactive shell supports them. Save the body wear and tear, give memory a break, and level up in Git.

And keep going

The GitHub blog has a good primer on triangular workflows and how they can polish your process of contributing to external projects.

The FreeBSD Wiki has a more in-depth article on triangular workflow process (though it doesn't know about @{push} and @{upstream}).

The construct @{-<n>} and the suffixes @{push} and @{upstream} are all part of the gitrevisions spec. Direct links to each:

• @{-<n>}
  

• @{push}
  

• @{upstream}
  

At Viget, we’ve brought on more than a few new Project Managers over the past couple of years, as we continue to grow. The awesome new people we’ve hired have ranged in their levels of experience, but some of them are earlier in their careers and need support from more experienced PMs to develop their skills and flourish.

We have different levels of training and support for new PMs. These broadly fall into four categories:

• Onboarding: Learning about Viget tools and processes
• Shadowing: Learning by watching others
• Pairing: Learning by doing collaboratively
• Leading: Learning by doing solo

Onboarding

In addition to conducting intro sessions to each discipline at Viget, new Viget PMs go through a lengthy set of training sessions that are specific to the PM lab. These include intros to:

Shadowing

After PMs complete the onboarding process, they start shadowing other PMs’ projects to get exposure to the different types of projects we run (since the variety is large). We cater length and depth of shadowing based on how much experience a PM has coming in. We also try to expose PMs to multiple project managers, so they can see how PM style differs person-to-person.

We’ve found that it can be most effective to have PMs shadow activities that are more difficult to teach in theory, such as shadowing a PM having a difficult conversation with a client, or shadowing a front-end build-out demo to see how the PM positions the meeting and our process to the client. More straightforward tasks like setting up a Harvest project could be done via pairing, since it’s easy to get the hang of with a little guidance.

Pairing

While shadowing is certainly helpful, we try to get PMs into pairing mode pretty quickly, since we’ve found that most folks learn better by doing than by watching. Sometimes this might mean having a new PM setting up an invoice or budget sheet for a client while a more experienced PM sits next to them, talking them through the process. We’ve found that having a newer PM lead straightforward activities with guidance tends to be more effective than the newer PM merely watching the more experienced PM do that activity.

Another tactic we take is to have both PMs complete a task independently, and then meet and talk through their work, with the more experienced PM giving the less experienced PM feedback. That helps the newer PM think through a task on their own, and gain experience, but still have the chance to see how someone else would have approached the task and get meaningful feedback.

Leading

Once new PMs are ready to be in the driver’s seat, they are staffed as the lead on projects. The timing of when someone shifts into a lead role depends on how much prior experience that person has, as well as what types of projects are actively ready to be worked on.

Most early-career project managers have a behind-the-scenes project mentor (another PM) on at least their first couple projects, so they have a dedicated person to ask questions and get advice from who also has more detailed context than that person’s manager would. For example, mentors often shadow key client and internal meetings and have more frequent check-ins with mentees. This might be less necessary at a company where all the projects are fairly similar, but at Viget, our projects vary widely in scale and services provided, as well as client needs. Because of this, there’s no “one size fits all” process and we have a significant amount of customization per project, which can be daunting to new PMs who are still getting the hang of things.

For these mentorship pairings, we use a mentorship plan document (template here) to help the mentor and mentee work together to define goals, mentorship focuses, and touchpoints. Sometimes the mentee’s manager will take a first stab at filling out the plan, other times, the mentor will start that process.

Management Touchpoints

Along the way, we make sure new PMs have touchpoints with their managers to get the level of support they need to grow and succeed. Managers have regular 1:1s with PMs that are referred to as “project 1:1s”, and are used for the managee to talk through and get advice on challenges or questions related to the projects they’re working on—though really, they can be used for whatever topics are on the managee’s mind. PMs typically have 1:1s with managers daily the first week, two to three times per week after that for the first month or so, then scale down to once per week, and then scale down to bi-weekly after the first six months.

In addition to project 1:1s, we also have monthly 1:1s that are more bigger-picture and focused on goal-setting and progress, project feedback from that person’s peers, reflection on how satisfied and fulfilled they’re feeling in their role, and talking through project/industry interests which informs what projects we should advocate for them to be staffed on. We have a progress log template that we customize per PM to keep track of goals and progress.

We try to foster a supportive environment that encourages growth, feedback, and experiential learning, but also that lets folks have the autonomy to get in the driver’s seat as soon as they’re comfortable. Interested in learning more about what it’s like to work at Viget? Check out our open positions here.

As the world works to mitigate the impact of the COVID-19 pandemic, our thoughts are foremost with those already ill from the virus and those on the frontlines, slowing its spread. The bravery and commitment of healthcare workers everywhere is an inspiration.

While Viget’s physical offices are effectively closed, we’re continuing to work with our clients on projects that evolve by the day. Viget has been working with distributed teams to varying degrees for most of our 20-year history, and while we’re comfortable with the tools and best practices that make doing so effective, we realize that some of our clients are learning as they go. We’re here to help.

These are unprecedented times, but our business playbook is clear: Take care of each other. We’re in this together.

Our People Team is meeting with everyone on our staff to confirm their work-from-home situation. Do they have family or roommates they can rely on in an emergency? How are they feeling physically and mentally? Do they have what they need to be productive? As a team, we’re working extra hard to communicate. Andy hosts and records video calls to answer questions anyone has about the crisis, and our weekly staff meeting schedule will continue. Recognizing that our daily informal group lunches are a vital social glue in our offices, Aubrey has organized a virtual lunch table Hangout, allowing our now fully-distributed team to catch up over video. It ensures we have some laughs and helps keep us feeling connected.

Our project teams are well-versed in remote collaboration, but we understand that not all client projects can proceed as planned. We’re doing our best to accommodate evolving schedules while keeping the momentum on as many projects as possible. For all of our clients, we’re making clear that we think long-term. We’re partners through this, and can adapt to help our clients not just weather the storm, but come through it stronger when possible. Some clients have been forced to pause work entirely, while others are busier than ever.

Viget has persevered through many downturns -- the dot com crash, 9/11, the 2008 financial crisis, and a few self-inflicted close-calls. In retrospect, it’s easy to reflect on how these situations made us stronger, but mid-crisis it can be hard to stay positive. The consistent lesson has been that taking care of each other -- co-workers, clients, partners, community peers -- is what gets us through. It motivates our hard work, it focuses our priorities and collaboration, and inspires us to do what needs to be done.

I don’t know for certain how this crisis will play out, but I know that all of us at Viget will be doing everything we can to support each other as we go through it together.

Viget Explorations have always been the result of our shared curiosities. They’re usually a spontaneous outcome of team downtime and a shared problem we’ve experienced. We use our Explorations to pursue our diverse interests and contribute to the conversations about building a better digital world.

As the COVID-19 crisis emerged, we were certainly experiencing a shared problem. As a way to keep busy and manage our anxieties, a small team came together to dive into how technology has helped, and, unfortunately, hindered the community response to the current pandemic.

We started by researching the challenges we saw: information overload, a lack of clarity, individual responsibility, and change. Then we brainstormed possible technical solutions that could further improve how communities respond to a pandemic. Click here to see our Exploration on some possible ways to take the panic out of pandemics.

While we aren’t currently pursuing the solutions outlined in the Exploration, we’d love to hear what you think about these approaches, as well as any ideas you have for how technology can help address the outlined challenges.

Please note, this Exploration doesn’t provide medical information. Visit the Center for Disease Control’s website for current information and COVID-19, its symptoms, and treatments.

At Viget, we’re adjusting to this crisis for the safety of our clients, our staff, and our communities. If you’d like to hear from Viget's co-founder, Brian Williams, you can read his article on our response to the situation.

Working on website front ends I sometimes use MAMP PRO to manage local hosts and Sequel Pro to manage databases. Living primarily in my text editor, a terminal, and a browser window, moving to these click-heavy dedicated apps can feel clunky. Happily, the tasks I have most frequently turned to those apps for —starting and stopping servers, creating new hosts, and importing, exporting, deleting, and creating databases— can be done from the command line.

I still pull up MAMP PRO if I need to change a host's PHP version or work with its other more specialized settings, or Sequel Pro to quickly inspect a database, but for the most part I can stay on the keyboard and in my terminal. Here's how:

Command Line MAMP PRO

You can start and stop MAMP PRO's servers from the command line. You can even do this when the MAMP PRO desktop app isn't open.

Note: MAMP PRO's menu icon will not change color to reflect the running/stopped status when the status is changed via the command line.

• Start the MAMP PRO servers:

• Stop the MAMP PRO servers:

• Create a host (replace host_name and root_path):

MAMP PRO-friendly Command Line Sequel Pro

Note: if you don't use MAMP PRO, just replace the /Applications/MAMP/Library/bin/mysql with mysql.

In all of the following commands, replace username with your user name (locally this is likely root) and database_name with your database name. The -p (password) flag with no argument will trigger an interactive password prompt. This is more secure than including your password in the command itself (like -pYourPasswordHere). Of course, if you're using the default password root is not particular secure to begin with so you might just do -pYourPasswordHere.

Setting the -h (host) flag to localhost or 127.0.0.1 tells mysql to look at what's on localhost. With the MAMP PRO servers running, that will be the MAMP PRO databases.

• Create a local database

or

    MAMP PRO's databases are stored in /Library/Application Support/appsolute/MAMP PRO/db so to confirm that it worked you can

• Delete a local database

• Export a dump of a local database. Note that this uses mysqldump not mysql.

• Export a local dump from an external database over SSH. Note that this uses mysqldump not mysql.

• Import a local database dump into a local database

• Import a local database dump into a remote database over SSH. Use care with this one. But if you are doing it with Sequel Pro —maybe you are copying a Craft site's database from a production server to a QA server— you might as well be able to do it on the command line.

For me, using the command line instead of the MAMP PRO and Sequel Pro GUI means less switching between keyboard and mouse, less opening up GUI features that aren't typically visible on my screen, and generally better DX. Give it a try! And while MAMP Pro's CLI is limited to the essentials, command line mysql of course knows no limits. If there's something else you use Sequel Pro for, you may be able to come up with a mysql CLI equivalent you like even better.

Like many other companies, Viget is working through the new challenge of suddenly being a fully-distributed company. We don’t know how long it will last or every challenge that will arise because of these unfortunate circumstances, but we know the health and well-being of our people is paramount. As Employee Engagement Manager, I feel inspired by these new challenges, eager to step up, and committed to seeing what good can come of this.

Now more than ever, we want to maintain the culture that has sustained us over the last 20 years – a culture that I think is best captured by our mantra, “do great work and be a great teammate.” As everyone is adjusting to new work environments, schedules, and distractions, I am adjusting my approach to employee engagement, and the People Team is looking for new ways to nurture and protect the culture we treasure.

The backbone of being a great teammate is knowing each other and caring about each other. For years the People Team has focused on making sure people who work at Viget are known, accepted, and cared about. From onboarding to events to weekly and monthly touchpoints, we invest in coworkers knowing each other. On top of that, we have well-appointed offices where people like to be, and friendships unfold over time. Abruptly becoming fully distributed makes it impossible for some of these connections to happen organically, like they would have around the coffee machine and the lunch tables. These microinteractions between colleagues in the same office, the hellos when you get off the elevator or the “what’d you get up to this weekend” chit chat near the seltzer refrigerator, all add up. We realize more than ever how valuable those moments are, and I know I will feel extra grateful for them when we are all back together.

Until that time, we are working to make sure everyone at Viget feels connected, safe, healthy, and most importantly, together, even when we are physically apart. We are keeping up our weekly staff meetings and monthly team lunches, and we just onboarded a new hire last week as thoroughly as ever. There are some other, new ways we’re sparking connections, too.

New ways we're sparking connections:

At the end of the day, we are all here for one reason: to do great work. Our award-winning work is made possible by the trust we’ve built within our teams. Staying focused and accountable to ourselves and our clients is what drives our motivation to continue to show up and do our best. In our new working environment, it is crucial that we can both stay connected and productive; a lot of teammates are stepping up to support one another. Here are a few ways we are continuing to foster our “do great work” mantra.

New ways we're fostering great work:

As the pandemic unfolds, our approach to employee engagement will evolve. We have more things in the works to build and maintain connections while distributed, including trivia and game nights, book clubs, virtual movie nights, and community service opportunities, just to name a few. No matter what we’re doing or what tool we’re using to connect, we’ll be in it together: doing great work, being great teammates, and looking forward.

Viget has helped organizations design and develop award-winning websites and digital products for 20 years. In that time, we’ve been lucky to create long-term relationships with clients like Puma, the World Wildlife Fund, and Privia Health, and, throughout our time working together, we’ve come to understand each others’ unique terminology. But that isn’t always the case when we begin work with new clients, and in a constantly-evolving industry, we know that new terminology appears almost daily and organizations have unique definitions for deliverables and processes.

Kicking off a project always initiates a flurry of activity. There are contracts to sign, team members to introduce, and new platforms to learn. It’s an exciting time, and we know clients are anxious to get underway. Amidst all the activity, though, there is a need to define and create a shared lexicon to ensure both teams understand the project deliverables and process that will take us from kickoff to launch.

Below, we’ve rounded up a few terms for each of our disciplines that often require additional explanation. Note: our definitions of these terms may differ slightly from the industry standard, but highlight our interpretation and use of them on a daily basis.

User Experience

Research

In UX, there is a proliferation of terms that are often used interchangeably and mean almost-but-subtly-not the same thing. Viget uses the term research to specifically mean user research — learning more about the users of our products, particularly how they think and behave — in order to make stronger recommendations and better designs. This can be accomplished through different methodologies, depending on the needs of the project, and can include moderated usability testing, stakeholder interviews, audience research, surveys, and more. Learn more about the subtleties of UX research vocabulary in our post on “Speaking the Same Language About Research”.

Wireframes

We use wireframes to show the priority and organization of content on the screen, to give a sense of what elements will get a stronger visual treatment, and to detail how users will get to other parts of the site. Wireframes are a key component of website design — think of them as the skeleton or blueprint of a page — but we know that clients often feel uninspired after reviewing pages built with gray boxes. In fact, we’ve even written about how to improve wireframe presentations. We remind clients that visual designers will step in later to add polish through color, graphics, and typography, but agreeing on the foundation of the page is an important and necessary first step.

Prototypes

During the design process, it’s helpful for us to show clients how certain pieces of functionality or animations will work once the site is developed. We can mimic interactivity or test a technical proof of concept by using a clickable prototype, relying on tools like Figma, Invision, or Principle. Our prototypes can be used to illustrate a concept to internal stakeholders, but shouldn’t be seen as a final approach. Often, these concepts will require additional work to prepare them for developer handoff, which means that prototypes quickly become outdated. Read more about how and when we use prototypes.

Navigation Testing (Treejack Testing)

Following an information architecture presentation, we will sometimes recommend that clients conduct navigation testing. When testing, we present a participant with the proposed navigation and ask them to perform specific tasks in order to see if they will be able to locate the information specified within the site’s new organization. These tests generally focus on two aspects of the navigation: the structure of the navigation system itself, and the language used within the system. Treejack is an online navigation testing tool that we like to employ when conducting navigation tests, so we’ll often interchange the terms “navigation testing” with “treejack testing”.

Learn more about Viget’s approach to user experience and research. 

Professional certifications have become increasingly popular in this age of career switchers and the freelance gig economy. A certification can be a useful way to advance your skill set quickly or make your resume stand out, which can be especially important for those trying to break into a new industry or attract business while self-employed. Whatever your reason may be for pursuing a professional certificate, there is one question only you can answer for yourself: is it worth it?

Finding first-hand experiences from professionals with similar career goals and passions was the most helpful research I used to answer that question for myself. So, here’s mine; why I decided to get Scrum certified, how I evaluated my options, and if it was really worth it.

A shift in mindset

My background originates in brand strategy where it’s typical for work to follow a predictable order, each step informing the next. This made linear techniques like water-fall timelines, completing one phase of work in its entirety before moving onto the next, and documenting granular tasks weeks in advance helpful and easy to implement. When I made the move to more digitally focused work, tasks followed a much looser set of ‘typical’ milestones. While the general outline remained the same (strategy, design, development, launch) there was a lot more overlap with how tasks informed each other, and would keep informing and re-informing as an iterative workflow would encourage.

Trying to fit a very fluid process into my very stiff linear approach to project planning didn’t work so well. I didn’t have the right strategies to manage risks in a productive way without feeling like the whole project was off track; with the habit of account for granular details all the time, I struggled to lean on others to help define what we should work on and when, and being okay if that changed once, or twice, or three times. Everything I learned about the process of product development came from learning on the job and making a ton of mistakes—and I knew I wanted to get better.

I was fortunate enough to work with a group of developers who were looking to make a change, too. Being ‘agile’-enthusiasts, this group of developers were desperately looking for ways to infuse our approach to product work with agile-minded principles (the broad definition of ‘agile’ comes from ‘The Agile Manifesto’, which has influenced frameworks for organizing people and information, often applied in product development). This not only applied to how I worked with them, but how they worked with each other, and the way we all onboarded clients to these new expectations. This was a huge eye opener to me. Soon enough, I started applying these agile strategies to my day-to-day— running stand-ups, setting up backlogs, and reorganizing the way I thought about work output. It’s from this experience that I decided it may be worth learning these principles more formally.

The choice to get certified

There is a lot of literature out there about agile methodologies and a lot to be learned from casual research. This benefitted me for a while until I started to work on more complicated projects, or projects with more ambitious feature requests. My decision to ultimately pursue a formal agile certification really came down to three things:

1. An increased use of agile methods across my team. Within my day-to-day I would encounter more team members who were familiar with these tactics and wanted to use them to structure the projects they worked on.
2. The need for a clear definition of what processes to follow. I needed to grasp a real understanding of how to implement agile processes and stay consistent with using them to be an effective champion of these principles.
3. Being able to diversify my experience. Finding ways to differentiate my resume from others with similar experience would be an added benefit to getting a certification. If nothing else, it would demonstrate that I’m curious-minded and proactive about my career.

To achieve these things, I gravitated towards a more foundational education in a specific agile-methodology. This made Scrum the most logical choice given it’s the basis for many of the agile strategies out there and its dominance in the field.

Evaluating all the options

For Scrum education and certification, there are really two major players to consider.

1. Scrum Alliance - Probably the most well known Scrum organization is Scrum Alliance. They are a highly recognizable organization that does a lot to further the broader understanding of Scrum as a practice.
2. Scrum.org - Led by the original co-founder of Scrum, Ken Schwaber, Scrum.org is well-respected and touted for its authority in the industry.

Each has their own approach to teaching and awarding certifications as well as differences in price point and course style that are important to be aware of.

SCRUM ALLIANCE

Pros

• Strong name recognition and leaders in the Scrum field
• Offers both in-person and online courses
• Hosts in-person events, webinars, and global conferences
• Provides robust amounts of educational resources for its members
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Members are required to keep their skills up to date by earning educational credits throughout the year to retain their certification
• Consistent information across all course administrators ensuring you'll be set up to succeed when taking your certification test.

Cons

• High cost creates a significant barrier to entry (we’re talking in the thousands of dollars here)
• Courses are required to take the certification test
• Certification expires after two years, requiring additional investment in time and/or money to retain credentials
• Difficult to find sample course material ahead of committing to a course
• Courses are several days long which may mean taking time away from a day job to complete them

SCRUM.ORG

Pros

• Strong clout due to its founder, Ken Schwaber, who is the originator of Scrum
• Offers in-person classes and self-paced options
• Hosts in-person events and meetups around the world
• Provides free resources and materials to the public, including practice tests
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Minimum score on certification test required to pass; certification lasts for life
• Lower cost for certification when compared to peers

Cons

• Much lesser known to the general public, as compared to its counterpart
• Less sophisticated educational resources (mostly confined to PDFs or online forums) making digesting the material challenging
• Practice tests are slightly out of date making them less effective as a study tool
• Self-paced education is not structured and therefore can’t ensure you’re learning everything you need to know for the test
• Lack of active and engaging community will leave something to be desired

Before coming to a decision, it was helpful to me to weigh these pros and cons against a set of criteria. Here’s a helpful scorecard I used to compare the two institutions.

For me, the four areas that were most important to me were:

• Affordability - I’d be self-funding this certificate so the investment of cost would need to be manageable.
• Self-paced - Not having a lot of time to devote in one sitting, the ability to chip away at coursework was appealing to me.
• Reputation - Having a certificate backed by a well-respected institution was important to me if I was going to put in the time to achieve this credential.
• Access - Because I wanted to be a champion for this framework for others in my organization, having access to resources and materials would help me do that more effectively.

Ultimately, I decided upon a Professional Scrum Master certification from Scrum.org! The price and flexibility of learning course content were most important to me. I found a ton of free materials on Scrum.org that I could study myself and their practice tests gave me a good idea of how well I was progressing before I committed to the cost of actually taking the test. And, the pedigree of certification felt comparable to that of Scrum Alliance, especially considering that the founder of Scrum himself ran the organization.

Putting a certificate to good use

I don’t work in a formal Agile company, and not everyone I work with knows the ins and outs of Scrum. I didn’t use my certification to leverage a career change or new job title. So after all that time, money, and energy, was it worth it?

I think so. I feel like I use my certification every day and employ many of the principles of Scrum in my day-to-day management of projects and people.

• Self-organizing teams is really important when fostering trust and collaboration among project members. This means leaning on each other’s past experiences and lessons learned to inform our own approach to work. It also means taking a step back as a project manager to recognize the strengths on your team and trust their lead.
• Approaching things in bite size pieces is also a best practice I use every day. Even when there isn't a mandated sprint rhythm, breaking things down into effort level, goals, and requirements is an excellent way to approach work confidently and avoid getting too overwhelmed.
• Retrospectives and stand ups are also absolute musts for Scrum practices, and these can be modified to work for companies and project teams of all shapes and sizes. Keeping a practice of collective communication and reflection will keep a team humming and provides a safe space to vent and improve.

Parting advice

I think furthering your understanding of industry standards and keeping yourself open to new ways of working will always benefit you as a professional. Professional certifications are readily available and may be more relevant than ever.

If you’re on this path, good luck! And here are some things to consider:

• Do your research – With so many educational institutions out there, you can definitely find the right one for you, with the level of rigor you’re looking for.
• Look for company credits or incentives – some companies cover part or all of the cost for continuing education.
• Get started ASAP – You don’t need a full certification to start implementing small tactics to your workflows. Implementing learnings gradually will help you determine if it’s really something you want to pursue more formally.

In my last post, I defined terms used by our UX team that are often confused or have multiple meanings across the industry. Today, I’ll share our definitions for processes and deliverables used by our design and strategy teams.

Creative

Brand Strategy

In our experience, we’ve found that the term brand strategy is used to cover a myriad of processes, documents, and deliverables. To us, a brand strategy defines how an organization communicates who they are, what they do and why in a clear and compelling way. Over the years, we’ve developed an approach to brand strategy work that emphasizes rigorous research, hands-on collaboration, and the definition of problems and goals. We work with clients to align on a brand strategy concept and, depending on the client and their goals, our final deliverables can range to include strategy definition, audience-specific messaging, identity details, brand elements, applications, and more. Take a look at the brand strategy work we’ve done for Fiscalnote, Swiftdine, and Armstrong Tire.

Content Strategy

A content strategy goes far beyond the words on a website or in an app. A strong content strategy dictates the substance, structure, and governance of the information an organization uses to communicate to its audience. It guides creating, organizing, and maintaining content so that companies can communicate who they are, what they do, and why efficiently and effectively. We’ve worked with organizations like the Washington Speakers Bureau, The Nature Conservancy, the NFL Players Association, and the Wildlife Conservation Society to refine and enhance their content strategies.

Still confused about the difference between brand and content strategy? Check out our flowchart.

Style Guide vs. Brand Guidelines

We often find the depth or fidelity of brand guidelines and style guides can vary greatly, and the terms can often be confused. When we create brand guidelines, they tend to be large documents that include in-depth recommendations about how a company should communicate their brand. Sections like “promise”, “vision”, “mission”, “values”, “tone”, etc. accompany details about how the brand’s logo, colors and fonts should be used in a variety of scenarios. Style guides, on the other hand, are typically pared down documents that contain specific guidance for organizations’ logos, colors and fonts, and don’t always include usage examples.

Design System

One question we get from clients often during a redesign or rebrand is, “How can I make sure people across my organization are adhering to our new designs?” This is where a design system comes into play. Design systems can range from the basic — e.g., a systematic approach to creating shared components for a single website — all the way to the complex —e.g., architecting a cross-product design system that can scale to accommodate hundreds of different products within a company. By assembling elements like color, typography, imagery, messaging, voice and tone, and interaction patterns in a central repository, organizations are able to scale products and marketing confidently and efficiently. When a design system is translated into code, we refer to that as a parts kit, which helps enforce consistency and improve workflow.

Comps or Mocks

When reviewing RFPs or going through the nitty-gritty of contracts with clients, we often see the terms mocks or comps used interchangeably to refer to the static design of pages or screens. Internally, we think of a mock-up as a static image file that illustrates proof-of-concept, just a step beyond a wireframe. A comp represents a design that is “high fidelity” and closer to what the final website will look like, though importantly, is not an exact replica. This is likely what clients will share with internal stakeholders to get approval on the website direction and what our front-end developers will use to begin building-out the site (in other words, converting the static design files into dynamic HTML, CSS, and JavaScript code).

If you're interested in joining our team of creative thinkers and visual storytellers who bring these concepts to life for our clients, we’re hiring in Washington, D.C. Durham, Boulder and Chattanooga. Tune in next week as we decipher the terms we use most often when talking about development.

Video conference tools are an indispensable part of the Plague Times. Google Meet, Microsoft Teams, Zoom, and their compatriots are keeping us close and connected in a physically distanced world.

As tech-savvy folks with years of cross-office collaboration, we’ve laughed at the sketches and memes about vidconf mishaps. We practice good Zoomiquette, including muting ourselves when we’re not talking.

Yet even we can’t escape one vidconf pitfall. (There but for the grace of Zoom go I.) On nearly every vidconf, someone starts to talk, and then someone else says: “Oop, you’re muted.” And, inevitably: “Oop, you’re still muted.”

That’s right: we’re trying to follow Zoomiquette by muting, but then we forget or struggle to unmute when we do want to talk.

In this post, I’ll share my theories for why the You’re Muted Problems are so pervasive, using Google Meet, Microsoft Teams, and Zoom as examples. Spoiler alert: While I hope this will help you be more mindful of the problem, I can’t offer a good solution. It still happens to me. All. The. Time.

Skip the why and go straight to the vidconf app keyboard shortcuts you should memorize right now.

Why we don't realize we’re muted before talking

Why does this keep happening?!?

Simply put: UX and design decisions make it harder to remember that you’re muted before you start to talk.

Here’s a common scenario: You haven’t talked for a bit, so you haven’t interacted with the Zoom screen for a few seconds. Then you start to talk — and that’s when someone tells you, “You’re muted.”

We forget so easily in these scenarios because when our mouse has been idle for a few seconds, the apps hide or downplay the UI elements that tell us we’re muted.

Zoom and Teams are the worst offenders:

• Zoom hides both the toolbar with the main in-app controls (the big mute button) and the mute status indicator on your video pane thumbnail.
• Teams hides the toolbar, and doesn't show a mute status indicator on your video thumbnail in the first place.

Meet is only slightly better:

• Meet hides the toolbar, and shows only a small mute status icon in your video thumbnail.

Even when our mouse is active, the apps’ subtle approach to muted state UI can make it easy to forget that we’re muted:

Teams is the worst offender:

• The mute button is an icon rather than words.
• The muted-state icon's styling could be confused with unmuted state: Teams does not follow the common pattern of using red to denote muted state.
• The mute button is not differentiated in visual hierarchy from all the other controls.
• As mentioned above, Teams never shows a secondary mute status indicator.

Zoom is a bit better, but still makes it pretty easy to forget that you’re muted:

• Pros:
  • Zoom is the only app to use words on the mute button, in this case to denote the button action (rather than the muted state).
  • The muted-state icon’s styling (red line) is less likely to be confused with the unmuted-state icon.
• Cons:
  • The mute button’s placement (bottom left corner of the page) is easy to overlook.
  • The mute button is not differentiated in visual hierarchy from the other toolbar buttons — and Zoom has a lot of toolbar buttons, especially when logged in as host.
  • The secondary mute status indicator is a small icon.
  • The mute button’s muted-state icon is styled slightly differently from the secondary mute status indicator.
• Potential Cons:
  • While words denote the button action, only an icon denotes the muted state.

Meet is probably the clearest of the three apps, but still has pitfalls:

• Pros:
  • The mute button is visually prominent in the UI: It’s clearly differentiated in the visual hierarchy relative to other controls (styled as a primary button); is a large button; and is placed closer to the center of the controls bar.
  • The muted-state icon’s styling (red fill) is less likely to be confused with the unmuted-state icon.
• Cons:
  • Uses only an icon rather than words to denote the muted state.
• Unrelated Con:
  • While the mute button is visually prominent, it’s also placed next to the hang-up button. So in Meet’s active state you might be less likely to forget you’re muted … but more likely to accidentally hang up when trying to unmute. 😬
    

I know modern app design leans toward minimalism. There’s often good rationale to use icons rather than words, or to de-emphasize controls and indicators when not in use.

But again: This happens on basically every call! Often multiple times per call!! And we’re supposed to be tech-savvy!!! Imagine what it’s like for the tens of millions of vidconf newbs.

I would argue that “knowing your muted state” has turned out to be a major vidconf user need. At this point, it’s certainly worth rethinking UX patterns for.

Why we keep unsuccessfully unmuting once we realize we’re muted

So we can blame the You’re Muted Problem on UX and design. But what causes the You’re Still Muted Problem? Once we know we’re muted, why do we sometimes fail to unmute before talking again?

This one is more complicated — and definitely more speculative. To start making sense of this scenario, here’s the sequence I’m guessing most commonly plays out (I did this a couple times before I became aware of it):

The crucial part is when the person tries to unmute by pressing the keyboard Volume On/Off key.

If that’s in fact what’s happening (again, this is just a hypothesis), I’m guessing they did that because when someone says “You’re muted” or “I can’t hear you,” our subconscious thought process is: “Oh, Audio is Off. Press the keyboard key that I usually press when I want to change Audio Off to Audio On.”

There are two traps in this reflexive thought process:

First, the keyboard volume keys control the speaker volume, not the microphone volume. (More specifically, they control the system sound output settings, rather than the system sound input settings or the vidconf app’s sound input settings.)

In fact, there isn’t a keyboard key to control the microphone volume. You can’t unmute your mic via a dedicated keyboard key, the way that you can turn the speaker volume on/off via a keyboard key while watching a movie or listening to music.

Second, I think we reflexively press the keyboard key anyway because our mental model of the keyboard audio keys is just: Audio. Not microphone vs. speaker.

This fuzzy mental model makes sense: There’s only one set of keyboard keys related to audio, so why would I think to distinguish between microphone and speaker? 

So my best guess is hardware design causes the You’re Still Muted Problem. After all, keyboard designs are from a pre-Zoom era, when the average person rarely used the computer’s microphone.

If that is the cause, one potential solution is for hardware manufacturers to start including dedicated keys to control microphone volume:

Video conference keyboard shortcuts you should memorize right now

Let me know if you have other theories for the You’re Still Muted Problem!

In the meantime, the best alternative is to learn all of the vidconf app keyboard shortcuts for muting/unmuting:

• Meet
  • Mac: Command(⌘) + D
  • Windows: Control + D
• Teams
  • Mac: Command(⌘) + Shift + M
  • Windows: Ctrl + Shift + M
• Zoom
  • Mac: Command(⌘) + Shift + A
  • Windows: Alt + A
  • Hold Spacebar: Temporarily unmute

Other vidconf apps not included in my analysis:

• Cisco Webex Meetings
  • Mac: Ctrl + Alt + M
  • Windows: Ctrl + Shift + M
• GoToMeeting
  • Mac: No keyboard shortcut?
  • Windows: Ctrl + Alt + A

Bonus protip from Jackson Fox: If you use multiple vidconf apps, pick a keyboard shortcut that you like and manually change each app’s mute/unmute shortcut to that. Then you only have to remember one shortcut!

Viget is replete with literature enthusiasts. We have a book club, blog posts about said book club, and a #poetry channel on Slack for sharing Wendell Berry and Emily Dickinson. Before the pandemic it saw only occasional activity. That was until our Employee Engagement Manager, Aubrey Lear, popped up one day with a proposal: a month-long haiku challenge. (Hat tip to Nicole Gulotta for the excellent prompts.)

Haikus have long been beloved by Vigets. (In fact we have a #haiku channel too, but all the action tends to go down in #poetry.) There’s something about the form’s constraints, pithiness, and symmetry that appeals to us — a bunch of creatives, developers, and strategists who value elegant solutions. What we didn’t know was that a haiku-a-thon would also become a highlight of our very, very many Work From Home days.

For my part, writing haikus has become a charming distraction from worry. When I find my brain fidgeting over Covid-19 what-if scenarios, I set it a task. 5-7-5. Stack those syllables up, break ‘em down. How far can I push the confines of that structure? Where should the line breaks be? One run-on sentence? Find a punchline? It’s a nice little bit of syntactic Tetris. It stops me going down mental rabbit holes — a palette-cleansing exercise after a day’s bad news.

Then there’s the getting-to-know-you benefit that comes from Vigets sharing their daily haikus, each interpreting the prompts differently, offering a unique and condensed take on things common to us all.

There’s Elyse with her gorgeous personification of household objects:

Around the House

The small tea kettle

is now forming a union.

She demands more pay.

Or Laura, musing on the mundane things we miss:

Something you long for

strolling up and down

the aisles, browsing away

wonder everywhere

just taking my time

tossing products in my cart

ye olde target run

Josh’s odes are always a pick-me-up:

Nourishing Meal

O orange powder

On mac, Doritos, Cheetos

Finger-licking gewd.


While Grace’s are thoughtful and profound:

Thoughts while Driving

Tis human nature

We struggle to grasp the weight

Till it’s upon us


There’s Peyton, with his humorous wordplay:

Plant Friends

Plant friends everywhere

Watch them grow from far away

Then come back to them

Plant friends everywhere

Water them with Zooms and calls

They’ll water you too


And Claire, who grounds us in reality:

While folding laundry

gym shorts and sports bras

mostly what I’m folding now

goodbye skirts and jeans

Kate is sparky:

Lighting a candle

lighter fluid thrills

fingertips quiver, recoil

fire takes hold within

While I find the whole thing cathartic:

Breath

Old friend — with me since

birth — whom I seldom take time

to appreciate.

Our first #30daysfohaikuchallenge is over now, so we’ve decided to start another. Won’t you join us? Prompts are below and you can share your haiku in the comments.

Though I usually enjoy working from Viget’s lovely Boulder office, during quarantine I am now working from home while simultaneously parenting my 3-year-old daughter Audrey. My husband works in healthcare and though he is not on the front lines battling COVID-19, he is still an essential worker and as such leaves our home to work every day.

Some working/parenting days are great! I somehow get my tasks accomplished, my kid is happy, and we spend some quality time together.

And some days are awful. I have to ignore my daughter having a meltdown and try to focus on meetings, and I wish I wasn’t in this situation at all. Most days are somewhere in the middle; I’m just doing my best to get by.

I’ve seen enough working parent memes and cries for help on social media to know that I’m not alone. There are many parents out there who now get to experience the stress and anxiety of living through a global pandemic while simultaneously navigating ways to stay productive while working from home and being an effective parent. Fun isn’t it?

I’m not an expert on the matter, but I have found a few small things that are making me feel a bit more sane. I hope sharing them will make someone else’s life easier too.

Truths to Accept

First, let’s acknowledge some truths about this new situation we find ourselves in:

Truth 1: We’ve lost something.

Parents have lost more than daycare and schools during this epidemic. We’ve lost any time that we had for ourselves, and that was really valuable. We no longer have small moments in the day to catch up on our personal lives. I no longer have a commute to separate my work duties from my mom duties, or catch up with my friends, or just be quiet.

Truth 2: We’re human.

The reason you can’t be a great employee and a great parent and a great friend and a great partner or spouse all day every day isn’t because you’re doing a bad job, it’s because being constantly wonderful in all aspects of your life is impossible. Pick one or two of those things a day to focus on.

Truth 3: We’re all doing our best.

This is the most important part of this article. Be kind to yourselves. This isn’t easy, and putting so much pressure on yourself that you break isn’t going to make it any easier.

Work from Home Goals

Now that we’ve accepted some truths about our current situation, let’s set some goals.

Goal 1: Do Good Work

At Viget, and wherever you work, with kids or without we all want to make sure that the quality of our work stays up throughout the pandemic and that we can continue to be reliable team members and employees to the best of our abilities.

Goal 2: Stay Sane

We need to figure out ways to do this without sacrificing ourselves entirely. For me, this means fitting my work into normal work hours as much as possible so that I can still have some downtime in the evenings.

Goal 3: Make This Sustainable

None of us knows how long this will last but we may as well begin mentally preparing for a long haul.

Work from Home Rules

Now, there are some great Work from Home Rules that apply to everyone with or without kids. My coworker Paul Koch shared these with the Viget team a Jeremy Bearimy ago and I agree this is also the foundation for working from home with kids.

1. When you’re in a remote meeting, minimize other windows to stay focused
2. Set a schedule and avoid chores*
3. Take breaks away from the screen
4. Plan your workday on the calendar+
5. Be mindful of Slack and social media as a distraction
6. Use timers+
7. Keep your work area separate from where you relax
8. Pretend that you’re still WFW
9. Experiment and figure out what works for you

In the improv spirit I say “Yes, AND….” to these tips. And so, here are my adjusted rules for WFH while kiddos around: These have both been really solid tools for me, so let’s dig in.

Day Planning: Calendars and Timers

A few small tweaks and adjustments make this even more doable for me and my 3-year-old. First- I don’t avoid chores entirely. If I’m going up and down the stairs all day anyway I might as well throw in a load of laundry while I’m at it. The more I can get done during the day means a greater chance of some down time in the evening.

Each morning I plan my day and Audrey’s day:

When we make the schedule together it also helps me understand her favorite parts of the day and reminds me to include them.

Once our days are planned, I also use timers to help keep the structure of the day. (I bought a great alarm clock for kids on Amazon that turns colors to signal bedtime and quiet time. It’s been hugely worth it for me.)

Work from Home Rules: Updated for Parents

Finally, I have a few more Work from Home Rules for parents to add to the list:

1. Minimize other windows in remote meetings
2. Set a schedule and fit in some chores if time allows
3. Take breaks away from the screen
4. Schedule both your and your kids’ days
5. Be mindful of Slack and social media as a distraction
6. Use timers to track your own time and help your kids understand the day
7. Keep your work area separate from where you relax
8. Pretend that you’re still WFW
9. Experiment and figure out what works for you
10. Be prepared with a few activities
    • Each morning, have just ONE thing ready to go. This can be a worksheet you printed out, a coloring station setup, a new bag of kinetic sand you just got delivered from Amazon, a kids dance video on YouTube or an iPad game. Recently I started enlisting my mom to read stories on Facetime. The activity doesn’t have to be new each day but (especially for young kids) it has to be handy for you to start up quickly if your schedule changes
11. Clearly communicate your availability with your team and project PMs
    • Life happens. Some days are going to be hard. Whatever you do, don’t burn yourself out or leave your team hanging. If you need to move a meeting or take a day off, communicate that as early and as clearly as you can.
12. Take PTO if you can
    • None of us are superheroes. If you’re feeling overwhelmed- take a look at the next few days and figure out which one makes the most sense for you to take a break.
13. Take breaks to be alone without doing a task
    • Work and family responsibilities have blended together, there’s almost no room for being alone. If you can find some precious alone time don’t use it to fold laundry or clean the bathroom. Just zone out. I think we all really need this.

Last but not least, enjoy your time at home if you can. This is an unusual circumstance and even though it’s really hard, there are parts that are really great too.

If you have some great WFH tips we’d love to hear about them in the comments!