海外直订William Shakespeare's Macbeth 莎士比亚的《麦克白》 mobi 下载 网盘 caj lrf pdf txt 阿里云

暂无相关简介，正在全力查找中！

暂无相关目录，正在全力查找中！

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：海外直订William Shakespeare's Macbeth 莎士比亚的《麦克白》在线阅读

在线听书地址：海外直订William Shakespeare's Macbeth 莎士比亚的《麦克白》在线收听

在线购买地址：海外直订William Shakespeare's Macbeth 莎士比亚的《麦克白》在线购买

It’s easy to overvalue ideas. The truth is, ideas are cheap. They come up all the time and accumulate into big piles.

Really important ideas will come back to you. When’s the last time you forgot a really great, inspiring idea? And if it’s not that interesting—maybe a bug that customers are running into from time to time—it’ll come back to your attention when a customer complains again or a new customer hits it. If you hear it once and never again, maybe it wasn’t really a problem. And if you keep hearing about it, you’ll be motivated to shape a solution and pitch betting time on it in the next cycle.

Some teams struggle with backsliding when they first try the hill chart. They consider a scope solved, move it the top of the hill, and later have to slide it back when they uncover an unexpected unknown.

When this happens, it’s often because somebody did the uphill work with their head instead of their hands. Coming up with an approach in your head is just the first step uphill. We often have a theory of how we’ll solve something—“I’ll just use that API”—and then the reality turns out to be more complicated. It’s good to think of the first third uphill as “I’ve thought about this,” the second third as “I’ve validated my approach,” and the final third to the top as “I’m far enough with what I’ve built that I don’t believe there are other unknowns.”

暂无其它内容！