When adding features to a software product it's easy to underestimate the overall time and cost they may take up. To keep the full impact in mind it can be helpful to think of Features As Pets.

When I think of Features As Pets it helps me look past the initial cost of designing and developing a feature and consider its full lifecycle. For example:

you're going to want to tell your users about it

you'll want to check it's being used as intended

you'll need to support it and check that it works in all different places and fix it when it breaks

you may need to work hard to make sure it's compatible with new features you add

you may have to return to the code and refactor it to improve performance

you may need to upgrade libraries and maintain security patches

finally you'll have to decommission it gracefully when it's no longer needed including dealing with data you may have stored

New features are probably one of the key differentiators of your offering compared to others, but it bears a little consideration before adding something — a feature is not just for Christmas.

Features Are Like Pets is from the excellent Intercom on Product Management podcast (Apple, Spotify, ebook).

Features are like pets

Sankey diagrams are handy ways to visualise material or energy flows through usage and time. They are excellent for displaying energy source and usage, for example the UK government publishes a Sankey diagram of UK energy each year (pdf).

Perhaps the most famous example is Charles Joseph Minard's remarkable visual showing Napoleon's invasion of and retreat from Russia in the Winter of 1812–13. In that chilling example the thickness of the lines represent the remaining size of Napoleon's army.

I learned about Sankey diagrams from Edward Tufte but perhaps people see them most commonly today in Google Analytics showing the different paths visitors take on a website before leaving.

Sankey diagram

Don't ask the barber if you need a haircut — a simple reminder that asking someone with a vested interest in the outcome isn't likely to give you an impartial answer.

Except that while we might reasonably make decisions about our hair with few consequences to anyone but ourselves, when we work with professionals they may well see or hear what we don't. It might be that asking a professional to review what you're doing is exactly what you need to tell you what you didn't and couldn't think to ask.

The phrase has been famously shared by Warren Buffet though it appears in several similar earlier forms.

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Don't ask the barber if you need a haircut