It was humiliating to have to put an item in the trades saying, “If you sent material and an application for our morning show, please resubmit it. The janitor threw it out.” On the other hand, if you really want to hear all about certain individuals, by all means put their discs or business cards on top of your desk. It won’t be long before you hear, “Oh I see you’re talking to Brian . . . he’s looking for work again?” Or “Is that Sue Smith’s demo? Her auditions sound great. Too bad she can never do a show to match them!” And here is the best comment I heard from a staffer who noticed a package on her boss’s desk: “Oh him . . . he’s great on the air, but let me tell you about the time we had to bail him out of jail for drunk driving after he hit an old lady. Another time he showed up for work handcuffed to his date, and we had to hire a locksmith to get him out so he could do his shift.”
It is important to remember that while you are presenting, the attention of your audience will waver. The attention of people can be influenced by external factors beyond your control, such as a lack of sleep, sickness, stress at work or at home, or who won the football match. Below is a list of tools that you can build into your planning and delivery to help maintain their focus on what you aresaying
Another developer, Roger, replies. “I know exactly what Cassandra, our product owner, would say.” Roger does what can only be an impression of Cassandra as he places both hands on his hips and says in a suddenly high-pitched voice, “The team makes up requirements that nobody wants.” Roger relaxes, then mutters, “Personally, I can’t believe that customers wouldn’t find that funky widget we came up with useful. It uses the latest front-to-back web technology stack.” Ben continues. “Our reply to the business would be, ‘If only you can tell us exactly what you want, we would build it for you.’” Ben shakes his head. “All we need is for the busi- ness people to stop changing their minds every five seconds,” he adds.
So you have a choice: either you can let the customers make the decisions now or they’ll go ahead and make the decisions later—at much greater cost. If you avoid these issues during development, you increase risk; but by addressing these issues early, you avoid the possibility of significant design and code rework. You can also avoid mounting schedule pressure as you approach the project deadline. For example, suppose you are working on a task. You think up two ways to implement it. One way is quicker but will limit what the users can do. The other way will take more time to implement but gives more flexibility to the users. You are obviously pressed for time (have you ever seen a project that isn’t?), so should you just go with the first, quicker option? How do you decide? Toss a coin? Ask a colleague or your manager?
Reason #2: People enjoy conversational interfaces, and companies want to use the interface that will capture the attention of their customers. Messaging applications are ubiquitous. Facebook Messenger is the most popular free app in the Google Play store; it and WhatsApp, also owned by Facebook, have each been installed more than a billion times on Android alone. Consumers spend more than 4 hours per week in communication apps, according to Nielsen. More than half of WhatsApp users use the app more than once a day; over 80% use it at least once daily. Line is similarly dominant in Japan, as is WeChat in China.
Bots promise to inject information, intelligence, and online services into just about any scenario. Bots could give workers superpowers, make networks more accessible, reorder user experiences, and build new ecosystems. They offer developers a faster way into users’ pockets as the app economy matures. What exactly are bots? Here’s a good working definition: bots are AI-driven pieces of software that converse in human terms. They’re not quite ready to pass the Turing test, but ready enough for many forms of commerce and messaging.
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