51–60 of 84 posts
Trello will never hold a candle to Jira for users with complex needs. Trello is deliberately simple while Jira is deliberately complex. Also the screenshots comparing a Sprint board to a Kanban board is like comparing apples and oranges.
I really wish people would stop abusing the term "disruptive innovation" in ways it was never meant to be used. Making a product that's overly complicated, beyond what the market is demanding, is just bad management. It doesn't require any disruptive innovation to correct for this - making something that better matches your customers' needs is bread-and-butter business management, which every competent company is alr…
So, what startup ideas can we create from this?
I really wish people would stop abusing the term "disruptive innovation" in ways it was never meant to be used. Making a product that's overly complicated, beyond what the market is demanding, is just bad management. It doesn't require any disruptive innovation to correct for this - making something that better matches your customers' needs is bread-and-butter business management, which every competent company is alr…
As a Software Developer, working with Jira is just a pain for me. I just don't like much about it, the less time I spend using it the happier I am. There dozens of views of the same information, but just different enough to get me lost. I have to admit, I did not buckle down to 'tame' the beast. It feels like hiking a steep hill on a rainy day. Trello, on the other hand I introduced to some colleagues, and the simpli…
> As a Software Developer, working with Jira is just a pain for me. Said every software developer ever about every bug tracking/ticketing system ever. > Trello, on the other hand I introduced to some colleagues, and the simplicity and ease of use is very satisfying. Said about every new bug tracking/ticketing system ever. Until you need to do X, and we need to track Y, and Z needs to sign off before ... The real prob…
Trello is not a pain for me to use. It would be for others, with different needs, but it's perfect for me.
> Until you need to do X, and we need to track Y, and Z needs to sign off before ...
For many people these don't necessarily get in the way. I've been using trello for a few years on some projects from start to launch, and a winding down of development. It doesn't get in my way, and the lack of features hasn't caused problems.
Sure, we could have gone with Jira just in case things got massively more complicated, but we were easily able to deal with the odd edge case by talking to each other, assigning cards or putting notes on them.
>Make something the mainstream market doesn’t want now, but will want later.
seems rather different from the thinking of the Trello team when they actually made Trello, as described by Joel Splosky:
>After ten years in management I still never knew what anyone was supposed to be working on. Once in a while I would walk around asking everyone what they were doing, and half the time, my reaction was “why the hell are you working on THAT?” So one of the teams started working on finding better ways to keep track of who was working on what. It had to be super simple and friction-free so that everyone would use it, but it had to be powerful, too.
>...led us to the idea that became Trello. Pretty soon we had four programmers and two summer interns working on it. We started dogfooding the product when it was only 700 lines of code, and even in that super-simple form, we found it incredibly useful.
So basically they built it to scratch their own itch, not as some disruptive masterplan.
https://www.joelonsoftware.com/2011/09/13/announcing-trello/
I feel this is the wrong way to describe Trello's success. i can build an app with a blank white space and charge $0 for it - that has less features and is very simple but it aint gonna sell for a million dollars.
The authors advice - >Make something the mainstream market doesn’t want now, but will want later. seems rather different from the thinking of the Trello team when they actually made Trello, as described by Joel Splosky: >After ten years in management I still never knew what anyone was supposed to be working on. Once in a while I would walk around asking everyone what they were doing, and half the time, my reaction wa…
The authors advice - >Make something the mainstream market doesn’t want now, but will want later. seems rather different from the thinking of the Trello team when they actually made Trello, as described by Joel Splosky: >After ten years in management I still never knew what anyone was supposed to be working on. Once in a while I would walk around asking everyone what they were doing, and half the time, my reaction wa…
I firmly believe you need to dogfood your own product in order to fully understand its potential. How can you solve a problem you don't understand and what better way to understand a problem than to experience it first hand?
A product can be shiny and "awesome" all it wants; if it doesn't solve an actual problem, or isn't convenient enough to solve the problem, it just wont last.
The authors advice - >Make something the mainstream market doesn’t want now, but will want later. seems rather different from the thinking of the Trello team when they actually made Trello, as described by Joel Splosky: >After ten years in management I still never knew what anyone was supposed to be working on. Once in a while I would walk around asking everyone what they were doing, and half the time, my reaction wa…
I have a hard time believing anyone promising you success, instead of going on to get it themselves. Its exactly like selling Agile; mostly people who can barely build working products in the first place, but will happily teach you how to run your projects. Its "one weird trick" all over again with different demographics. I firmly believe you need to dogfood your own product in order to fully understand its potential…
"Dogfood," even if you consider it a word, is not a verb. What is this supposed to mean?