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How much does it cost to start with virtual assistance?

If you’re not used to delegation, hiring a virtual assistant can be daunting. It’s a concept that’s hard to grasp. How can I outsource my tasks? What kind of assistant should I hire? Where can I set up my virtual workplace? And this big question: Does it cost a lot to get started?

2014-02-13 How much does it cost to start with virtual assistance

2014-02-13 How much does it cost to start with virtual assistance

1. It takes less money than you think.

Hiring a virtual assistant will cost you money, but it’s not as expensive as you think.

How can hiring another living, breathing, employee to do tasks that you could have done yourself be cheaper? Let’s look at an economic concept called comparative advantage.

Comparative advantage refers to any entity’s ability to produce services or goods at a much lower cost. Imagine that you’re a blogger with several hours of interviews to transcribe. Yes, you may be a fast typist. Still, this task can eat up a lot of your precious time. You could spend that time writing or consulting instead. Hire an assistant. Even if he or she works slower than you, it can mean that you’ll be able to focus on tasks that have more value to you. Besides, with the right tools and a lot of experience, your assistant might even be faster.

You don’t have to make a full-time commitment or even a part-time commitment. You’ll find many freelancers open to one-off projects. For example, you can try data entry, editing, or basic bookkeeping. Take a look at Fiverr for ideas. For $5, you can get customized logo, proofreading for over 3,000 words of text, or a one-minute voiceover. I’ve used Fiverr to find people who can summarize my blog posts in tweets, type the text in my sketches,

If you want more supervision, you can hire your own assistant through a marketplace like oDesk. These sites have work trackers where you can check on your assistants’ progress. Whether you’re looking for the best skills or the best rates, you can work with people from all over the world. I outsource the most through oDesk. I like the management tools there, and I’m happy with the people I’ve found. There are many places to find freelancers, so look around.

2. It takes less training than you think.

You don’t have to spend hours on training. Most of the people that you’ll find on Fiverr or oDesk are already experienced freelancers. Just think about it – would they succeed selling their services if they weren’t?

Start with something simple, such as transcription and data entry. These kinds of tasks are pretty straightforward and simple enough to do with minimal instruction. Make sure that your instructions are clear and easy to follow. You don’t have to write detailed training manuals, either. You might start by demonstrating a task, and then have your assistant document the process along the way.

2014-02-02 A path for learning to delegate or outsource

2014-02-02 A path for learning to delegate or outsource

2014-02-10 Delegation as programming

2014-02-10 Delegation as programming – also mentioned at What the LEGO Movie and programming are helping me learn about delegation

If you want to get a head start, check out my process library and my delegation board for examples. I’d love to hear what you do with this!

3. It takes less risk than you think.

Trust takes time to develop. I can understand why you might hesitate at the idea of hiring an unseen assistant (a complete stranger!) to do work for you. No matter how small the task may be, it’s still your money and your time at stake here. Goodness knows I’ve had some interviewees and even virtual team members who gave me the heebie-jeebies. You can limit your risk by starting with tasks that don’t require a lot of access, and you can share more as you get to know your team.

2013-11-27 Trust and assistants

2013-11-27 Trust and assistants

Many job marketplaces have safety systems and guarantees. For example, on Fiverr, you can dispute orders or get a credit refund if it doesn’t work out. One time, I paid for a Fiverr gig for transcription, and then the provider stopped communicating. Since the transcript was very late, Fiverr reminded me that I could cancel the order, and I did. oDesk gives you tools to resolve issues too. I hired a web developer and it turned out that he didn’t have the skills I needed. Because he was one of the contractors covered by the new oDesk guarantee, it was easy to get a refund.

Delegation is something you learn through constant practice. Like anything else, you’re going to make mistakes along the way. Protect yourself from big mistakes and learn from small ones. It’s all part of the learning process. Start small. Let your virtual assistants work with small tasks first before trying bigger ones.

If worrying about the cost was getting in your way, I hope this helps you get started!

I wrote this post with a little help from Marie Alexis Miravite, who spent maybe 2 hours on this. (See the task in Trello.) I spent half an hour editing it and adding more stories, sketches, and links. =) What do you think?

Delegation update

Since February 17, 2012 (the beginning of my experiment with self-directed work):

  • 1,976 hours spent earning by working on other people’s stuff – time I want to buy back
  • 300 hours delegated through oDesk
  • $50 spent delegating outside oDesk (so let’s say that’s ~4 hours)
  • 87 hours managing delegation (started tracking in October) – includes interviewing, documenting processes, giving feedback

I was at a 1 hour managed : 4 hours worked ratio when I started, but I’ve been spending a lot more time documenting processes and training people. It’s now at about 1:3.5. I think it will be worth it later on.

One of the questions I ask in order to push myself to delegate more is:

If I had spent the last two years focused on making my own things happen instead of working on interesting client projects part-time, what should I have accomplished already?

Similarly: What outcomes do I want to work on? If I work on other things, how can I fill in the gaps? For example, a visual guide to Emacs is eminently doable in two years of focused work. Ditto a more organized blog posts, lots of packaged PDFs and e-books, maybe even a paper book or two – and there are projects beyond those, and even more beyond those. I can’t do much to affect my lifespan, but I can learn how to make up for those hours.

Things I’m learning

I like this system of adding lots of tasks to my Trello board and leaving it up to my assistants to choose the tasks and workload they want. That way, I don’t have to feel guilty about underloading or overloading people, and they can choose things they’re interested in. I’m experimenting with different ways to share resources, too – Dropbox, Google Drive, Trello attachments…

I’m building up a respectable process library. There are, of course, small bugs in the instructions I write (sigh!), but every run makes things better. Feel free to build on what I’ve shared.

This week, I trusted someone with my Google account, and the world did not end. This is promising.

Things to improve

I want to make sure there are plenty of tasks in the pipeline so that people can build up their skills and fill up their workload. It’s a little challenging because I have to think and plan. The more types of tasks I identify and document, the easier it is to recognize delegation opportunities.

This probably means I need to make sure my assistants know how to read the due dates and filter Trello for tasks they’re interested in (task assigned!). Maybe at some point I’ll consider moving to something more structured. I remember liking Redmine. Hmm, it might be interesting to get stats on the kinds of tasks that end up languishing in the list and why. If I get this working smoothly, I should have just enough backlog to accommodate bursts of work, so I shouldn’t have a really long list. Hmm…

I want to fill in more process gaps so that things move towards completion. I don’t want to be the bottleneck. There’s little point in delegating a task if I’m going to sit on the results. I want to prioritize tasks whose deliverables don’t require a lot of extra work from me. It may mean writing tasks so that their outcomes can be published and shared easily (working out loud), and keeping track of what additional work can be done to push it forward. I really like the way that the podcast process has gotten condensed to just “Post show notes,” although transcripts are still a separate step at the moment. I’d like to get to that level of abstraction with other processes, while still being able to break it down into lower levels of abstraction in case I’m training an assistant with less experience.

On a related note, I want to show the big pictures for skill building. I want my assistants to be able to confidently justify higher rates for me and other employers. Oh! Maybe I can draw those process maps and find out where my assistants are in terms of skills. They can tell me what they’re interested in, and we can map out sequences of tasks to help them grow. This helps me grow, too.

2014-02-27 Thinking of tasks I can assign to J- to help her build her skills #delegation

2014-02-27 Thinking of tasks I can assign to J- to help her build her skills #delegation

2014-02-26 Thinking about delegation and projects #delegation

2014-02-26 Thinking about delegation and projects #delegation


So, what’s next for me?

  • Slant my tasks towards publishing. Share intermediate results, keep track of the next steps and the big goals.
  • Show the big picture in terms of processes and skills. Fill in the gaps.

Getting the hang of this!

Reflections on infopreneurship

There’s a lot of information on how you can build an online business by selling what you know. Many people are looking for that dream. It feels a little weird to me, and I want to figure out why. I guess one of the things that rubs me the wrong way is that a lot of people talk about becoming an expert in some crowded topic, and building an audience somehow. I don’t want an audience. I don’t want students. I want peers and confederates: people who learn, act, reflect, and share.

2014-02-14 Reflections on infopreneurship and alternatives

2014-02-14 Reflections on infopreneurship and alternatives

Another thing that makes me uncomfortable is that there seems to be very little expectation of action. There’s a lot of talk about it. But when I go and follow up with people on the results of the advice I applied from them, they’re boggled that I actually did something. One person I talked to said that 80% of the people he talked to don’t end up doing anything. 20% is still a good number, but still…  Steve Salerno wrote in Sham: How the Self-Help Movement Made America Helpless that the people who buy new self-help books tend to be people who bought a similar self-help book in the past 18 months. I don’t want to give people something that just makes them feel like they’ve made progress instead of helping them actually do things.

I think part of my hesitation comes from this: People get stuck for lots of different reasons, but it’s rarely for lack of reading. I don’t want to pitch information as the magic pill, the silver bullet, the shortcut to making things happen.

When I read, I skip platitudes but dig into reflections and lessons learned. I like processes and workflows. I want what I share to be similarly useful. The stuff that helps me get unstuck tends to result in thoughts like this:

  • “Oh! That’s the name of what I’m looking for. Now I can dig into the details.”
  • “Hmm, what I’m dealing with turns out to be fairly common. I can try what other people have done.”
  • “Oh, I see, I was missing that particular piece. Let me try this now.”
  • “Interesting question! Let me explore that…”
  • “Okay, that’s less intimidating than I thought. I should just go for it.”
  • “I had no idea you could do that! Oooh…”

What can I write or draw to help people get those moments? How do I help people get unstuck – or better yet, how can I help them accelerate or expand their learning? And since I can code and tinker and dream… What can I make? Ideas are one thing, but tools are another. I’ll keep an eye out for places where people are consistently getting stuck, and I’ll see which ones lend themselves to automation.

2014-02-14 Building systems to help people do things

2014-02-14 Building systems to help people do things

As I explore packaging and publishing more, I want to focus on stuff that people can’t find in a gazillion other blogs and e-books out there. Keep me honest. =) I like making things free/pay-what-you-want, since it helps me act from abundance, widen the conversation, and make room for people’s generosity. I’ll also share the processes and tools I’m building for myself. If you find them interesting, tell me, and maybe we can find ways to tweak and expand them to accommodate your idiosyncrasies as well as mine. I like the conversations that grow out of this, too.

Some of my technical role models have published books (both self-published and traditional). I can see how that saves a lot of people time and helps people learn. They work on open source projects and commercial systems too. I think that’s the sort of information work I want: stuff that helps people do things.

Hmm… Aha! Maybe that’s it. If I focus on helping fellow geeks solve problems or try interesting things (mostly tech, some lifestyle?), then I don’t have to worry as much about wasting people’s attention. We’re used to trying things out and testing them against our own experience, and we’re used to telling people “Hey, that didn’t quite work for me” or “That saved me a few hours of figuring things out! Here’s something to make it even better.” =)

2014-02-24 Aha, a plan for the things I want to write #experiment

2014-02-24 Aha, a plan for the things I want to write #experiment

(No offense to life coaches, motivational speakers, and self-help authors. Hey, if it works for you, great. =) I don’t have the experience to give good, well-tested advice in that area yet.)

Technical guides, I think. My long-postponed book about Emacs. Short guides about Org Mode or automation or Evernote or information management. There’s a lot to write. These aren’t books people read for inspiration and the vague desire to do something someday; they address what people want to improve now. (Well, maybe Emacs is a little on the inspirational side. ;) )

It’s easy for me to connect with people who are already travelling similar paths. I can share my notes. I can reach out and ask questions. What about helping people who are just starting down those paths? Maybe that’s where packaging what I know can be useful, especially if I can help people accelerate their learning and diverge to follow their own questions. My selfish desire is to learn from other people’s perspectives. I don’t want to make people dependent on me, the way that people seem to become fans of one motivational speaker or another. I want people to learn from what I’ve learned, but I also want them to translate it to their contexts, test it against their lives, and add their own insights. I’m happy to spend extra time helping beginners who do stuff, think about it, and then go on to ask different questions.

2014-02-09 How do I want to manage my learn-share pipeline

2014-02-09 How do I want to manage my learn-share pipeline

So, what would the processes look like if I figured this out? I’d have a good balance of thinking, learning, doing, and sharing. I’d be able to work top-down from outlines, anticipating the questions people might have. I could work bottom-up from questions and blog posts, too. I might not notice that I have enough to publish, so I could establish triggers to check whether enough has accumulated that it needs to be chunked at a higher level of abstraction: Q&A or sketches into blog posts, blog posts into series, series into short books, short books into longer ones. I’d harvest all the generally useful Q&A from e-mail and conversations to make sure they’re captured in the pipeline somewhere, even if it’s an item in my Someday list.

Onward!

Delegation: “How can I trust people?”

“I don’t trust people with my accounts or info. I don’t want people to steal my secrets.”

Start by working with reputable contractors, and look for personal recommendations if you can. No matter how good the initial interview is, it’s a good idea to trust people gradually and to limit the risk from misunderstandings or malice. Part of learning how to work together is building your trust in your new assistant’s skills and ethics.

Break your tasks down into smaller tasks that people can do with limited access to your information. For example, if you’re delegating tasks related to updating website, you might ask people to take a look at specific pages and e-mail you text that you can copy and paste into your website. If they do a good job and you feel good about working with them, you might give them access to the website so that they can edit the pages themselves.

Here’s another example. I wanted to delegate parts of my podcasting process, but I didn’t want to give people access to my blog or my Google account right away. So I started with typing and transcripts. When that worked out smoothly, I moved to extracting and uploading the MP3. That was fine, so I gave my assistant access to my blog, and now I can just ask him to post show notes and stuff happens. I still haven’t given any assistant access to my Google account, but maybe someday.

2014-01-17 Mapping a strategy for outsourcing podcast work

2014-01-17 Mapping a strategy for outsourcing podcast work

Think about the smaller tasks that make up your process. Try delegating the low-risk tasks first. Plan how you can create a sequence of tasks that starts with clear instructions and limited access. As you become more comfortable with your assistant and with delegation, you can assign larger chunks of tasks, until you get to the point where they have access to everything they need.

2013-11-27 Trust and assistants

2013-11-27 Trust and assistants

Here are some ways to help you come up with a sequence of tasks:

  • Think about the accounts you have and the risk involved in sharing them.
  • Write the tasks down on index cards, sticky notes, or a piece of paper. Index cards and sticky notes are easier to move around, but you can draw arrows on a piece of paper if that’s what you have handy. Note which accounts are needed, and move the tasks until you come up with a good sequence.
  • You can also create a spreadsheet that has tasks as rows and accounts as columns. Mark the accounts that each task needs, and sort the tasks accordingly.

Make sure you use a password manager like LastPass or KeePass when sharing accounts, so you’re not e-mailing passwords around. I use LastPass to share account information with assistants. LastPass also lets me share a password without giving it, and to review who has access to the accounts I’ve shared. It’s not bulletproof, but it adds a little security.

What about guarding against mistakes or intentional actions? Think about ways you can limit people’s access to only the things they really need to complete the task. While e-mail is not a particularly efficient way to collaborate, it’s one way of limiting people’s access to your files and keeping a history at the same time.  Just e-mail them the information they need to work on, and ask them to e-mail you back.

Tools can help you give more specific access to your accounts or files. For example, you may not want to share your Twitter account because people can use Twitter to log on to many other services, not just twitter.com. However, you can use something like HootSuite, Buffer, or GrabInbox to give other people a separate login that they can use to post stuff as you without knowing your Twitter password. Google Drive allows you to share specific folders or documents with people, and you can give them viewing or editing privileges. Dropbox lets you share specific folders, too.

Limiting your accounts can help you trust people with them, too. For example, you might create a separate account just for your assistant, and give that account less access than you have. Alternatively, you can create an admin account and remove the administrative privileges from your account.

Backups can go a long way to make it easier for you to trust people with access to your accounts, since you know that you can recover your data in case people make mistakes or intentionally delete files. To guard against people modifying files maliciously (such as encrypting the data or replacing it with an incorrect copy), be sure to keep older versions of the files, not just the latest one. Dropbox has the ability to restore older versions of a file or undelete files, so you may find that handy. Google Drive can also keep older versions of files, and only the owner of a file can delete it.

Logs can also help you make sure assistants are doing only what they’re supposed to be doing. While logs are not fool-proof, they can help you catch suspicious activity. For example, you might regularly review your Google account history to see if people have logged in from locations you didn’t expect.

If you delegate, there’s always a chance that someone’s going to break your trust by accident or by design. Still, there are ways you can build that trust in people’s skills and ethics, and that’s important if you’re going to trust wisely. Good luck!

Don’t be afraid of mistakes when delegating

miscommunication

Is the fear of wasting time with mistakes keeping you from delegating? Worried you’ll spend more time explaining or fixing than getting stuff done? It’s hard to trust other people, and it’s easy to get frustrated when people don’t get what you mean. While it may seem that good help is hard to find, maybe seeing mistakes in a different perspective can help you get over this challenge.

I know what it’s like. I tend to assume that my instructions are clear, even though I know people can’t read my mind.  I tend to assume that my instructions are clear, even though I know people can’t read my mind. Even when you work with good people, people aren’t always going to know what you expect from them. Yes, the first few tasks are going to be frustrating, but hang in there. You could have a great team. Don’t let those initial frustrations get in your way.

A mistake isn’t wasted if you squeeze everything you can learn from it. We learn more from our mistakes than we do from our successes. Remember: you’re learning about managing people at the same time that they’re learning to work with you! Let me tell you a story about the first task I gave a new assistant.

You see, I’ve been curious about how delegation can help with my writing and sharing. I recently hired a writer through oDesk. I wanted her to help me go through a transcript and pull out good Q&A opportunities for follow-up blog posts. That way, good ideas didn’t just languish in hour-long podcasts or long documents. I interviewed one of the candidates on Skype, and by the end of it, we were both excited by the possibilities.

oh-noI thought I sent my new assistant a link to the document that already had the transcript that another assistant prepared. I expected the task to take 30 minutes, maybe one hour at most. It’s a good thing I checked on her using oDesk’s automatic screenshots. I realized that instead of pulling Q&A from my existing transcript, she transcribed the audio file I sent. Uh oh. She had spent five hours doing the wrong task.

One of the things about being a good manager is deciding that yes, the buck stops with you. I wondered where I’d gone wrong. Were my instructions unclear? Did something get lost in transmission? I talked to her to clarify what had happened. It turned out that she didn’t see the Trello card with my instructions, only the folder with the audio file. I hadn’t made sure she knew where to look for her current task. I hadn’t confirmed that she understood my verbal instructions, which turned out to be ambiguous.You might think that this would have been a complete waste of time and money, but it wasn’t.

You might think that this would have been a complete waste of time and money. It wasn’t. It was a great opportunity for both of us to learn more about delegation. Yes, we spent an hour together as I outlined my goals and made sure she understood where we were going to begin. There was a lot of information packed into that hour-long session. While she thought she knew what I expected of her, I never asked what she thought her task. She told me later that she had been looking forward to starting the project. But moving had tired her out and all the new information overwhelmed her. We both assumed we knew.

whyMistakes happen, and there’s always more than one reason. (The Swiss cheese model of errors is an amusing visual.) It’s good to ask lots of “Why?” questions to find the root causes so that you can do better next time. Every mistake points out several opportunities to grow. For example, next time I hire someone and give them their first task, I’m going to make sure I send them a direct link to the instructions. I’ll ask them to explain what they will do. I’ll check in with new assistants, perhaps staying on the line with them as they do the task for the first time. (Google Hangouts, Skype, and other screen-sharing programs make this easy.)

My new assistant offered to take that time off the record so that I didn’t have to pay for it, but I told her to keep it on. After all, the work that she did was useful too. I rarely assign duplicate work, but having that second copy makes it easier for me to see the differences between the way people do things. And hey, it’s no big deal in the long run, which brings me to the second reason why mistakes are great and you shouldn’t be afraid of them.

good-managementMistakes give you a chance to be a good manager. Contractors deal with many uncaring clients who blame them for all the mistakes that happen. Here’s your chance to be different, and to build a closer connection with someone whom you might come to trust even more. Take a thoughtful approach to solving problems and helping people move on. You might find it easier to engage and keep people who will bring more of themselves to the work. You can pay for grudging compliance with tasks and specifications. You need a special connection for creativity and initiative. A mistake is a good opportunity to connect as a human being. If it’s your mistake, ‘fess up. If it’s the other person’s mistake, be understanding. In both cases, be human.

square-peg

What about situations where you keep getting the wrong results? Maybe there’s a mismatch of skills or expectations. I recently ended a contract with another assistant who couldn’t deliver what I was looking for at the time. Sometimes it’s just not the right fit. If you like people and they have other skills you need, see if you can work around their weaknesses and play to their strengths. If they’d be better suited to other teams or other kinds of work, then it’s good for everyone to move on. Think about how you’ll change your processes for interview, onboarding, or probation. You can get the benefits of that mistake too.

Don’t let the fear of making mistakes stop you from delegating. There’s so much to learn from them. Think of your inevitable mistakes as the tuition you’ll pay to learn how to tap other people’s skills. Good luck!

Author’s note: In fact, I asked Amanda Bassett to draft this blog post (based on an outline I gave her) as her second task. She more than made up for the flub with the first task. =) I revised her draft in real-time while she watched and added comments (hooray Google Docs!). I think that editing process will be a good blog post to share too. Learning as we go! – Sacha

What the LEGO Movie and programming are helping me learn about delegation

The LEGO Movie rocks. This post may contain minor spoilers, although I don’t think I give any of the big secrets away. =)

Many people need instructions, and many people who don’t need instructions can’t stand instructions. Regular people want to have somebody tell them what to do. Artists can’t stand having other people tell them what to do, and also struggle with telling other people what to do. Then there are people who might be able to combine both. They can create something unconventional. They can also tap the systems and processes needed to make that happen.

2014-02-11 The LEGO Movie - Reflections on Master Builders

2014-02-11 The LEGO Movie – Reflections on Master Builders

Watching The LEGO Movie made me think about master builders. In the movie, master builders can see parts and build crazy contraptions to adapt to changing situations. It didn’t matter if the part belonged to a different system. You could imagine unconventional ways to use these parts, and you could adapt your plans as the situation changes. You don’t hesitate, you build, and you inspire other people to make things. Maybe this is a metaphor for what I want to be able to do.

I want to be able to deal without having instructions and also be able to give instructions or take instructions. I want to have that ability to be creative, but also to have that ability to channel that creativity in ways that make it scale beyond me. I think that’s what Emmet (the hero in The LEGO Movie) becomes: this person who both works inside the system and outside the system.

Using The LEGO Movie as a source for metaphors makes it easier for me to identify specific skills I want to develop and plan how I can learn. For example:

  • See the parts and know how they can fit together: How do you learn this with regular LEGO? Practice. How do you do this with life? Also practice. Using other people’s instructions lets me take advantage of their experience. I can familiarize myself with the “parts” that I can work with. Research and reflection make it easier for me to recognize and name those parts.
  • See unconventional possibilities: You can boost your creativity through exercises. Free association, forced association, and breaking things down into their components can help. I can practice this by asking uncommon questions and exploring unusual approaches.
  • Quickly adapt as things change: Don’t build for yesterday, build for today (and a little bit of tomorrow, if possible). Don’t get stuck in the past.
  • Act, and inspire others to act: Yes, reflect and plan, but also act and learn. If necessary, act first, adjust later.

I’m comfortable with systems because of my experience with software development. Computers are nothing but instructions. You try to figure out how to express what you want in specific enough terms that the computer can understand and do them. I enjoy that. I find it to be a lot of fun to write programs that get the computer to do what I want. I get a lot of enjoyment out of writing and testing instructions as well. I’m curious about applying ideas from this structured world of computer programming to business. For example, what can programming paradigms help me understand about delegation?

2014-02-10 Delegation as programming

2014-02-10 Delegation as programming

When you’re delegating, you might show what you want and say, “This is what I this is what I’m looking for; please make something like it.” This is like programming by example. You might give detailed step-by-step instructions, and that’s like assembly or low-level programming. You might work at a higher level, writing instructions that refer to other instructions for more details. That’s like procedural programming.

But there are so many other different types of programming! For example, functional programming treats the instructions as a thing you can work with. Maybe there’s a way I can get people to improve or work with the instructions. Functional programming also tends to involve list processing. Maybe you do things in batches, and you think about how you can prepare the output so that you can use it as the input for something else.

Object-oriented programming is about thinking about the objects those processes belong to. Can you keep the information together so that you can see an overview? How can you use the idea of polymorphism? Maybe you might have a common process that handles several different types of objects.

Here’s how I’ve been thinking about applying object-oriented programming to the way I delegate. I’ve gotten most of my podcast/show process worked out. The next step might be to structure more of the work involved in following up after conversations. I can also work on getting a visual overview of the objects I’m working with and what state they’re in. Afterwards, I’ll look into the processes around packaging info, and then I might fill in the gaps for posts and then for sketches.

2014-02-10 Thinking about object-oriented programming and delegation

2014-02-10 Thinking about object-oriented programming and delegation

Back to programming paradigms. If you’re building up a virtual team, parallel programming might be useful. Parallel programming deals with synchronization and communication issues. It might be worth accepting a little less intra-process efficiency to improve communication efficiency.

Declarative programming might be the end-goal of delegation. You just say what you want, and people will figure out how to make it happen: what steps the team needs to take and in what order, and so on. Wouldn’t that be awesome?

I want to get better at taking these ideas about systems and using them to learn more about how to create things. Like Emmet, my first ideas are going to be crappy. I think that learning to work with and without instructions is going to be interesting. I’m looking forward to learning how to become a Master Builder. Who’s with me? What can help you become a Master Builder of life?