Why would you ask that? This type of product is so different from what's available on the market that I doubt the Project Glass team would receive any type of suggestions they'd find useful.

That would be like Apple asking people "What do you want the iPhone to do?" before it was first released in 2007.

If you're creating the product, create it. Find the features you want it to have and research the features it needs to have. Asking the public "what do you want it to have" will not do anyone any favors. Decision by committee can be truly atrocious.

  - Large text
  - Not very much text
  - A single image
  - A single visual flow (top to bottom)
  - A concise color palette (greens and black)

  - Text is too small
  - Too much text
  - Too many images competing for attention
  - Muddled visual flow

At first glance, his simple ad looks like part of the content, the fancy ad just looks like an ad and is filtered out subconsciously.

Definitely a factor to take into account when you're targeting gamers I'd think.

Phase I: (Idealism) Treat building software like building a bridge. Analysis --> Design --> Development --> Testing --> Implementation.

Phase II: (Pragmatism) Realize that Phase I doesn't work. Try to figure out why. Decide that the weak link is Analysis, i.e. we're no good at estimating and hitting deadlines because we never have good enough specs. Devote your life to the art and science of getting the perfect spec. Implement the methodology du jour to make that happen.

Phase III: (Realism) Realize that Phase II doesn't work. Decide that no existing Analysis methodology works because no one knows how to conduct analysis, no matter what the methodology. Focus on optimizing the practitioners with better education and 10,000 hours of real-world experience.

Phase IV: (Enlightenment) Realize that none of the other phases works because we've been focusing on the wrong constraints all along. Instead of optimizing scope, quality, or quantity of the product, optimize the schedule. Adopt a new model: define the deadline first, then build whatever you can by that deadline. Hit your deadlines every time, not by estimating better, but by not caring how pretty your deliverable is. Eliminate the problem of estimating by making the deadline a constant. Eliminate the problem of analysis by replacing it with prototyping and revising. And eliminate the problem of blueprints by adopting a strategy of inventing, not engineering.

(oh, and tap Shift key 2 times, not 4)

Take a look at the Source on Github which has been updated from the original I wrote for the NYT. It also now uses jQuery (NYT was dependent on PrototypeJS)

https://github.com/NYTimes/Emphasis

Its a nifty project to contribute to and I welcome updates and discussion.

This strikes me as an attempt by the Royal Canadian Mint to disintermediate credit card companies by offering a new, low-cost, "irrevocable," centrally-controlled payment system.

Also, while the rest of your advice is sound, it is unncessary to organize an LLC or incorporate a S-Corporation for side projects. In either case, you will face additional taxes (nominally called "fees") for the privilege, along with additional tax filing burdens. You can already deduct business-related expenses as an individual. Indeed, both LLCs and S-Corps are treated as "pass-through" entities, so you would already be doing that for your LLC/S-Corp expenses.

The primary reason to form an LLC/S-Corp for a side project or for consulting is for liability protections (i.e., lawsuits, debt, etc.). Unfortunately, for single-member LLCs or sole-owner S-Corps, creditors will generally require the owner to contractually waive such protections.

The secondary reason, and the reason you're probably thinking of: you can sell the LLC/S-Corp, recognizing capital gains (lower tax rate) or even avoid taxes altogether (via certain norecognition transactions). In contrast, it is extremely difficult to sell an unincorporated/unorganized business, and you will essentially always recognize the gain in such a sale.

Today we are restructuring Yahoo! to give ourselves the opportunity to compete and win in our core business. The changes we’re announcing today will put our customers first, allow us to move fast, and to get stuff done. The outcome of these changes will be a smaller, nimbler, more profitable Yahoo! better equipped to innovate as fast as our customers and our industry require.

Over the last 60 days, we’ve fundamentally re-thought every part of our business and we will continue to actively consider all options that allow Yahoo! to put maximum effort where we can succeed. As part of this process, I believe we have to focus to win in a select group of core businesses globally:

· Core Media and Communications: Our content, media, and communications experiences must be best in class. That includes getting today’s core properties right and innovating on a next generation of great product experiences across all screens.

· Platforms: We must make our core platforms and systems a genuine strength for Yahoo! – platforms that we can really leverage to support our massive scale, drive the deepest personalization, and boost speed to market.

· Data: Our massive data sets must become a genuine competitive advantage for Yahoo!. We have to unlock the value in our data to allow us to really understand our 700 million users, encourage and win their engagement and trust, leverage everything they do with us to more fully personalize their experiences, and to give our advertisers the immediate insights they are rightfully demanding.

We are intensifying our efforts on our core businesses and redeploying resources to our most urgent priorities. Our goal is to get back to our core purpose – putting our users and advertisers first – and we are moving aggressively to achieve that goal.

Unfortunately, reaching that goal requires the tough decision to eliminate jobs, which means losing colleagues and parting with friends. Today, we will begin the process of informing employees about these changes. As part of that effort, approximately 2,000 people will be notified of job elimination or a phased transition. We value our people and for those who will be leaving, we thank you for all you have contributed to Yahoo!. We will treat all of our people with dignity and respect, providing resources to help manage through their transition.

Change is never easy. But the time has come to move Yahoo! forward aggressively with increased focus and accountability. Our values have always been about treating all Yahoos with dignity and respect, and today is a day to embrace those values. This is an amazing company with exceptionally talented people and I know we will all do our best to encourage each other through this difficult period of transition.

Thompson-Scott.png

EDIT: The mail sent to us by our respected CEO Scott Thompson.

"Question: can we trade the programs we create? How will you stop malicious viruses etc?"

"yes. And I won't stop viruses, the players will have to do that themselves."

~ https://twitter.com/#!/notch/status/187474819980328962

Driverless cars.

Problems:

1) No mention on the Royal Mint website that I can see. News releases seem to normally be on http://www.mint.ca/store/mint/about-the-mint/news-releases-7...

2) Whois should probably point to Royal Mint, not this person's house, and not to a hotmail address.

Administrative Contact: Zaykova, Vessela vessyz@hotmail.com

Address: 131 Camelia Ave, Ottawa, Ontario, K1K 2X5 This is a suburb. Streetview: http://bit.ly/HMFiMB

3) Domain is registered through GoDaddy, which IMHO is a bad sign... like having a hotmail address ;)

4) Site T&C say the site is operated by ChallengePost.

ChallengePost has been listed on techcrunch: http://www.crunchbase.com/company/challengepost

ChallengePost.com has their domain registered through GoDaddy though, so perhaps I'm wrong about that signal :)

5) No mention on the ChallengePost blog at http://blog.challengepost.com/

6) Vessela Zaykova does apparently work for the Royal mint though, according to http://ca.linkedin.com/in/vessela

So - very interesting news, an inadvertent early leak, or very elaborate hoax?

Oskar

It blows me away how many people don't get this.