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  • Clocking reality

    Starting out as a new company in October 2009, it was always the plan to be more than a 1-man company. ImplicitDesign was never an exercise in being a consultant, it was…

  • Big elephant, many bites

    Continuing on the theme of company principles (see one), a second decision we made early on was that we would always break work down into very granular chunks. Initially this meant less…

  • Admin, ugh

    We have a third principle (read also one and two), and this one is perhaps the most important from a culture point of view: avoid all avoidable admin. Everyone hates admin, developers…

  • ImpTime, the beginning of freedom

    Stress comes from juggling too many plates. Fear comes from the unknown. Freedom comes from knowledge and autonomy. This article covers the beginnings of ImpTime. Richard Hoberman is a friend who I’ve…

  • How to implement a spec

    A dev plan is not a spec. Most proposals and quotes that clients sign-off on are specs, but they should be signing off on dev plans. The difference is small but crucial:…

  • Objects in the mirror might be invisible

    The development process can often be opaque, and developers sometimes find it easy to hide behind complex requirements that take an indeterminate time to finish. This is a bad thing. The reason…

  • Overtime is a management failure

    Development companies are notorious for working overtime. Of course, they’re not the only ones, but the image of a pile of pizza boxes in a corner of the office is familiar to…