Kassen Qian

Basic structures cannot be composed into larger structures unless they themselves are internally consistent, and so the creation of software, just like any artifact of language, is naturally incremental.Software is a very verbose, very precise incantation of how an information system ought to behave.

Problem 2: The need for a central source of truth - A change in plans (whether it was a priority or a launch date) was impossible to coordinate across all of these documents.

I do want to hit mainstream, and I will, but I think I'm more excited about what we’re doing here because it's new soil. We're really planting the seeds of a garden that's gonna prosper.

Features work as a management control because they manifest in the final product, and their relationship to programmer-hours is about as close to linear as you’re going to get.

1. Know Your Team's Dunbar Number : Building real relationships both broadly and deeply within the company while not overextending. Engineers should have a keen and current understanding of not only what the work is, but also the decisions behind each product feature. Context is king for cross-functional teams.

Another thing is a sense of urgency. The company is especially dedicated to moving very, very fast .

We expect every product manager to be actively talking with customers and really spending a lot of time understanding customers. But it’s not just a product management thing. Engineers are expected to be talking with customers as well.

You’re a coach: Coaches understand that teams are composed of people and the interpersonal relationships between each member determine to a large extent the effectiveness of the team, what it is capable of producing as a unit. PMs too must inspire, motivate and convince their team to fight for Every Single Inch.