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 <article>
  <header>
    <h1>We Need to Talk About the Front Web</h1>
  </header>
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    <p class="center">
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  <hr>
  <p>In the previous articles of this series, we have seen 
 <a href="we-need-to-talk-about-the-front-web-2.html">
  how and why the web is great</a>, 
 <a href="we-need-to-talk-about-the-front-web-3.html">
  what keeps getting wrong with the front web</a>, and 
 after <a href="we-need-to-talk-about-the-front-web-4.html">
  exploring the reasons</a> why we keep tempering with the front web, 
  let's study some clues to help fixing it.
 </p>

 <h3>Promote a proper front web development training</h3>

 <p>I can't stress it enough! I strongly believe that the main 
 source of all the problems we have with the front web come from 
 a <strong>non-adapted curriculum and the way the web is taught</strong>.
 </p>

 <p>I don't believe that those who want to work with web development 
 start their education course — or start studying by their own — 
 already despising HTML and CSS. This negative bias must come later 
 on.
 </p>

 <p>I'm mentoring today 2 trainees, and when I've checked their 
 curriculum, HTML and CSS is a very small part of it, quickly covered. 
 Web accessibility is never mentioned, but React, Docker, Node.js... 
 And I swear, 
 they're always surprised when they realise they are going to learn 
 HTML and CSS with me!
 </p>

 <p><p>All gets worse once we realize that those who are 
 teaching the future front web developers are also developers 
 that have come from the same flawed curriculum, with 
 the same prejudices against the front, and the same lack 
 of proper knowledge of the nature of the web.</p></p>
 <p>In their education, the <strong>advantages and singularities 
 of the front web disappear</strong> in favour of tools and 
 “higher” goals as back development.
 </p>

 <p>A big effort must be done to reverse this long, old trend.</p>

 <h3>End the Fullstack</h3>

 <p>Maybe one single person can do front <strong>and</strong> back 
 development very well, but the fullstack development was created exactly because 
 the front web is despised. But if we are serious about what we do, 
 we must face the fact that <strong>both developments are very demanding</strong>, 
 — no, HTML and CSS can not be quickly and easily learned — 
 and one of them will surely suffer in a tight-schedule project, 
 and we all know that it is almost always the front that does, and 
 we finish with a bad HTML and third-party tools to deal with CSS.
 </p>

 <h3>Promote exchanges and collaborative work between designers and developers</h3>

 <p>The front web impacts directly the user experience. If front developers 
 are not involved in the design process, they will simply focus on 
 their tasks and forget about the final user. That's why it is important to 
 make the development team work closer with designers.
 </p>

 <blockquote>
 <p>Front-end development is not about solving back-end 
  technology problems. It should be about making sure a product’s 
  user experience differentiates the product in its marketplace.</p>
 <p>– <a href="https://www.uxmatters.com/authors/archives/2007/07/jim_nieters.php">
  Jim Nieters</a>, Chief User Experience Strategist at Experience Outcomes</p>
 </blockquote>

 <p>If front web developers work closer to the users' needs and problems, 
 if they feel more implicated in the user experience, they will 
 understand the impact of what they are building and will 
 naturally adopt the strenghts of the front web.
 </p>

 <h3>Conclusion</h3>

 <p>The death of the web has been announced more times that I can count, 
 but the web is open, standard, universal, hard to kill. So, we'd better 
 take care of it.
 </p>

 <p>Maybe, in order to fix the front web, we have to fix human nature: 
 make things less about money and self-satisfaction, and more about 
 improving people's lives and understanding the impact of what we are creating.
 </p>
 </article>


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@@ -0,0 +1,94 @@
 title: We Need to Talk About the Front Web
 url: https://gericci.me/we-need-to-talk-about-the-front-web-5.html
 hash_url: 40aada3cc8d6897fda5a277c4299c1fd
 archive_date: 2024-01-09

 <p>In the previous articles of this series, we have seen 
 <a href="we-need-to-talk-about-the-front-web-2.html">
  how and why the web is great</a>, 
 <a href="we-need-to-talk-about-the-front-web-3.html">
  what keeps getting wrong with the front web</a>, and 
 after <a href="we-need-to-talk-about-the-front-web-4.html">
  exploring the reasons</a> why we keep tempering with the front web, 
  let's study some clues to help fixing it.
 </p>

 <h3>Promote a proper front web development training</h3>

 <p>I can't stress it enough! I strongly believe that the main 
 source of all the problems we have with the front web come from 
 a <strong>non-adapted curriculum and the way the web is taught</strong>.
 </p>

 <p>I don't believe that those who want to work with web development 
 start their education course — or start studying by their own — 
 already despising HTML and CSS. This negative bias must come later 
 on.
 </p>

 <p>I'm mentoring today 2 trainees, and when I've checked their 
 curriculum, HTML and CSS is a very small part of it, quickly covered. 
 Web accessibility is never mentioned, but React, Docker, Node.js... 
 And I swear, 
 they're always surprised when they realise they are going to learn 
 HTML and CSS with me!
 </p>

     <p>All gets worse once we realize that those who are 
 teaching the future front web developers are also developers 
 that have come from the same flawed curriculum, with 
 the same prejudices against the front, and the same lack 
 of proper knowledge of the nature of the web.</p>

 <p>In their education, the <strong>advantages and singularities 
 of the front web disappear</strong> in favour of tools and 
 “higher” goals as back development.
 </p>

 <p>A big effort must be done to reverse this long, old trend.</p>

 <h3>End the Fullstack</h3>

 <p>Maybe one single person can do front <strong>and</strong> back 
 development very well, but the fullstack development was created exactly because 
 the front web is despised. But if we are serious about what we do, 
 we must face the fact that <strong>both developments are very demanding</strong>, 
 — no, HTML and CSS can not be quickly and easily learned — 
 and one of them will surely suffer in a tight-schedule project, 
 and we all know that it is almost always the front that does, and 
 we finish with a bad HTML and third-party tools to deal with CSS.
 </p>

 <h3>Promote exchanges and collaborative work between designers and developers</h3>

 <p>The front web impacts directly the user experience. If front developers 
 are not involved in the design process, they will simply focus on 
 their tasks and forget about the final user. That's why it is important to 
 make the development team work closer with designers.
 </p>

 <blockquote>
 <p>Front-end development is not about solving back-end 
  technology problems. It should be about making sure a product’s 
  user experience differentiates the product in its marketplace.</p>
 <p>– <a href="https://www.uxmatters.com/authors/archives/2007/07/jim_nieters.php">
  Jim Nieters</a>, Chief User Experience Strategist at Experience Outcomes</p>
 </blockquote>

 <p>If front web developers work closer to the users' needs and problems, 
 if they feel more implicated in the user experience, they will 
 understand the impact of what they are building and will 
 naturally adopt the strenghts of the front web.
 </p>

 <h3>Conclusion</h3>

 <p>The death of the web has been announced more times that I can count, 
 but the web is open, standard, universal, hard to kill. So, we'd better 
 take care of it.
 </p>

 <p>Maybe, in order to fix the front web, we have to fix human nature: 
 make things less about money and self-satisfaction, and more about 
 improving people's lives and understanding the impact of what we are creating.
 </p>
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 <article>
  <header>
    <h1>Your tech stack is not the product</h1>
  </header>
  <nav>
    <p class="center">
      <a href="/david/" title="Aller à l’accueil"><svg class="icon icon-home">
        <use xlink:href="/static/david/icons2/symbol-defs-2021-12.svg#icon-home"></use>
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      <a href="https://hoho.com/posts/your-stack-is-not-the-product/" title="Lien vers le contenu original">Source originale</a>
      <br>
      Mis en cache le 2024-01-09
    </p>
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  <hr>
  <p>If you are the technical co-founder or early engineering lead at a startup, and you want to talk about your microservices, hand-rolled CI/CD, in-house monitoring stack, or any other unique part of your stack, I will say: Cool. Let’s riff. Take me deep, I’m ready.</p>
 <p>But there’s something I’m likely to tell you in return, something I’ll probably insist you’re overlooking and need to internalize as soon as possible: <em>Your technology stack is not the product.</em></p>
 <p>A mindset of technology being the means, not the end, is uncomfortable. But it will help you stay focused on what matters most (the product and your customers), avoid wasteful misadventures, and maximize the company’s chance of success.</p>
 <h2 id="the-typical-startup">The typical startup<a hidden class="anchor" aria-hidden="true" href="#the-typical-startup">#</a></h2>
 <p>At most software startups, customers typically don’t care if your product runs on Heroku, Kubernetes, or a really brittle singly-homed machine in Joe’s closet. No purchasing decisions hinge on your commitment to write servers in Rust or use Nix for hermetic everything. And although they might exist, I have sadly never had a customer write a testimonial for the elegant collection of internal services involved in responding to that single HTTP request.</p>
 <p>No; customers are not paying for, nor give a shit about, these things. Sorry. It’s still cool stuff. It’s just not what you’re selling.<sup id="fnref:1"></sup></p>
 <p>Customers want software that delivers problem-solving <em>impact</em>. And at the early stage, which is all the way until you’ve reached product-market fit, they’re almost certainly not getting enough, fast enough. You should be spending as much time as you can at this level of the stack, The Product: thinking, building, learning.</p>
 <p>So what then, is that it? Is Kube always silly and Joe’s closet machine always good? Am I saying just YOLO it? Of course not.</p>
 <p>There are still better and worse decisions. Being able to make good decisions, ones that maximize product impact, starts with <em>intentionality</em>: realizing how and when you as a leader are actually making them.</p>
 <h2 id="recognize-implicit-decisions">Recognize implicit decisions<a hidden class="anchor" aria-hidden="true" href="#recognize-implicit-decisions">#</a></h2>
 <p>Many of the most consequential technology decisions happen <em>implicitly</em>, without even realizing a decision is being made. This is especially true when the team is small and everything is a green field. For example:</p>
 <ul><li>You’ve used Go before, so you start writing the stack in it. Suddenly you’re a “Go shop”.</li><li>You were curious to play with Kubernetes<sup id="fnref:2"></sup>, and got Hello World working, so since nothing else is around it becomes the <em>de facto</em> serving environment.</li><li>You are coming from a much later-stage and/or higher-scale company, so approach problems for a scale the company does not yet have.</li></ul>
 <p>These decisions glide through so easily because they feel good, fun, and natural. There’s probably nobody else around to notice! And they can often be the right decisions.</p>
 <p>But there are many instances where an innocent, ill-considered early decision turned out much worse over the longer term. It becomes a time-sucking, success-hindering mess requiring costly correction later. I’ve certainly been responsible for my share of them.</p>
 <p>How do we get out of making these sort of “just because” decisions, and increase our chances of success?</p>
 <h2 id="set-overarching-goals">Set overarching goals<a hidden class="anchor" aria-hidden="true" href="#set-overarching-goals">#</a></h2>
 <p>A good technology decision—one that is more than a “just because”—is decision that can be connected to an overarching long-term goal. As a technology team, why do we exist?</p>
 <p>Set technology goals, early, which answer that question and which will be used guide technology decisions. Here’s a starting set:</p>
 <blockquote><p>Our Technology Goals</p><ol><li><strong>Ship the product.</strong> Frequently and reliably.</li><li><strong>Support growth.</strong> Be able to bring in more people, gradually, that can do (1).</li></ol></blockquote>
 <p>These might seem unrealistically simple, but it’s pretty easy for me to connect all variety of technical decisions to these.</p>
 <ul><li>If the system is unreliable, we won’t ship as much product.</li><li>If we’re constantly building/maintaining infrastructure, we won’t ship as much product.</li><li>If we pick exotic technology, it’ll be harder to hire (and we won’t ship as much product).</li></ul>
 <p>They work well at a later stage, too:</p>
 <ul><li>If we don’t hire a dedicated SRE, product builders will spend more time maintaining infra, and we won’t ship as much.</li><li>If we don’t replace this system, more and more customers will experience a broken product, and the costs to fix will grow.</li></ul>
 <p>Best of all, by keeping “the stack” out of the picture, these goals make it clear where your brainpower is best focused: on keeping the product moving and improving. The stack is but a means to that end.</p>
 <p>Now you can start evaluating some of those concrete decisions the same way:</p>
 <ul><li>Why is Joe’s closet computer a bad choice? Because it’s a single point of failure and we won’t be able to ship fast if it breaks, which it will.</li><li>Why am I building in Python and not Arc? Because I know the language and when we start hiring, there are a lot of others who do, too.</li><li>Why are we building a monolith? Because the product isn’t at the scale where anything benefits from more services, and building more tooling would cut into the time we have for product features.</li></ul>
 <p>Goal alignment moves the “why” behind your decisions from “because I’m awesome and have great instincts” to “it’s what we need, now”. (You are still awesome.)</p>
 <p>Still, there will be situations where multiple options would seem to meet the goal. How do you make a choice when there is not clear winner?</p>
 <h2 id="establish-shared-values">Establish shared values<a hidden class="anchor" aria-hidden="true" href="#establish-shared-values">#</a></h2>
 <p>Goals alone tell us what we want to achieve, but not how. Pair your technology goals with a set of <em>values</em> that accelerate the process of picking “the how”.</p>
 <p>I usually start with a set something like this:</p>
 <ol><li><strong>No sacred bits: Launch, learn, iterate.</strong> It’s expected we’ll throw things out and outgrow past decisions. And some of our product ideas won’t succeed no matter how well-built the software was. We value <em>getting it out the door</em> over <em>getting it perfect</em>, and we will quickly and unemotionally change our approach when new information supports it.</li><li><strong>Today’s bets over tomorrow’s theoreticals.</strong> We do our best to anticipate future needs, but we place the most emphasis on building what we <em>know</em> we need today.</li><li><strong>Favor “boring technology” and in-house expertise.</strong> We move fastest when we know our tools well, not just their strengths but also their limitations. The ideal tools are the ones we’re already expert in, or at least can learn to proficiency quickly, even if they have some drawbacks.</li><li><strong>Buy non-core competencies whenever prudent.</strong> If we need something we don’t have, <em>and it’s not something this company needs to become a leader in</em>, buy it whenever practical (i.e. affordable and easily integrated).</li></ol>
 <p>You don’t have to use my values as long as you set <em>some</em><sup id="fnref:3"></sup>. There are plenty of examples out there. An old friend turned me on to <a href="https://medium.com/the-ready/even-overs-the-prioritization-tool-that-brings-your-strategy-to-life-e4f28f2949ac">“even-over” values</a>, which put two virtues in tension (to emphasize the primacy of the first). Someone even built <a href="https://www.keyvalues.com/">an aggregator of values by company</a> so you can select your next job accordingly. Go be you. Have fun with it.</p>
 <p>The important thing values should do is create cultural license for breaking habits and instincts that might send us in the wrong direction. <em>Make it okay</em> to say “we’re not Google”, or, “we’ll solve that later”.</p>
 <h2 id="you-still-set-and-edit-strategy">You still set, and edit, strategy<a hidden class="anchor" aria-hidden="true" href="#you-still-set-and-edit-strategy">#</a></h2>
 <p>Panicking about the “simplicity” of the stack this would lead to? Worried that when you reach scale, the PaaS bill will be through the roof? Upset that you’ll have nothing crazy to blog about for years?</p>
 <p>Relax. You will still own the technology strategy. You will be making decisions continuously, and have both the right and the obligation to make changes when needed.</p>
 <p>But your stack is unlikely to ever be the “main character” your customers rave about it. At best, only its qualities are what stand out. That’s a good thing. Feel good about keeping it that way.</p>
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    <h1>The Demo → Demo Loop</h1>
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 <p>I’m 100% convinced that working demo-to-demo is the secret formula to making successful creative products.</p>
 <ul>
 <li>Video games have a strong history of <a href="https://daverupert.com/2021/10/the-mistake-every-new-game-developer-makes/">ritualizing prototypes</a>, play testing, and <a href="https://daverupert.com/2020/09/follow-the-fun/">following the fun</a>. There’s even some <a href="https://www.microsoft.com/en-us/research/publication/what-went-right-and-what-went-wrong-an-analysis-of-155-postmortems-from-game-development/">data that suggests prototypes increase your chances of success</a>.</li>
 <li>Mentioned in <a href="https://amzn.to/3OhPgKk">Creativity, Inc</a> and exemplified in the Frozen II documentary <em><a href="https://disneyplusoriginals.disney.com/show/into-the-unknown-making-frozen-2">Into the Unknown</a>,</em> Pixar and Disney Animation use “dailies” to demo work in progress. Each animator shares their progress every day on the five seconds of film they’re responsible for.</li>
 <li>Outlined in Ken Kocienda’s book <a href="https://amzn.to/3AC7COp">Creative Selection</a>, Apple’s clandestine “Project Purple” that made the iPhone embraced frequent demos when creating iOS, but at the speed at which they were working “hallway demos” would happen hours or minutes after a previous demo.</li>
 <li>A core part of <a href="https://www.thesprintbook.com/">Design Sprints</a> is getting a functioning prototype in front of users so your team can prove and vet an idea in a week rather than months.</li>
 </ul>
 <p>Or as IDEO famously put it…</p>
 <blockquote>
 <p>A prototype is worth a thousand meetings<br>
 — IDEO</p>
 </blockquote>
 <p>Demos improve meetings. I’ve found “Demo First” meetings are life-giving because they start with something tangible, as opposed to discussing some hypothetical future scenario until time runs out and you have to schedule more meetings. Start meetings by showing progress. Better yet, a demo doesn’t always need to be a call or a meeting; thirty second screencasts are as good as gold.</p>
 <p>Demos improve workflows. Breaking up large tasks into “what can I demo next” is an exciting way to work. There’s always an immediate goal for me to find a demo-able checkpoint where I can get tactical feedback frequently. It can save a lot of rework and we can catch ourselves going down a bad path early.</p>
 <p>Demos improve project scoping. Demos and prototypes give you a good idea of <em>what’s easy</em> and <em>what’s hard</em> in the underlying system. Demoing often means you and others may be able to spot problems far off or find “fast paths” mid-flight. Often slight corrections or adjustments to the design can save weeks or months of work without sacrificing quality or user experience.</p>
 <p>If I’m honest, “Dailies” are probably overkill, but I wouldn’t hate it. I would certainly prefer daily demos over vague, ritualistic standup-speak. It’s worth noting here that not all days or weeks are bangers. What’s important is establishing an organizational practice of demo’ing and honing your skills and confidence at providing demos.</p>
 <p>The point is, do whatever is a right fit for your organization but <strong>never wait too long to demo</strong>. Allow room for ad hoc “hallway” demos to happen. And move the needle closer to daily.</p>
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 title: The Demo → Demo Loop
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 </picture>
 <p>I’m 100% convinced that working demo-to-demo is the secret formula to making successful creative products.</p>
 <ul>
 <li>Video games have a strong history of <a href="https://daverupert.com/2021/10/the-mistake-every-new-game-developer-makes/">ritualizing prototypes</a>, play testing, and <a href="https://daverupert.com/2020/09/follow-the-fun/">following the fun</a>. There’s even some <a href="https://www.microsoft.com/en-us/research/publication/what-went-right-and-what-went-wrong-an-analysis-of-155-postmortems-from-game-development/">data that suggests prototypes increase your chances of success</a>.</li>
 <li>Mentioned in <a href="https://amzn.to/3OhPgKk">Creativity, Inc</a> and exemplified in the Frozen II documentary <em><a href="https://disneyplusoriginals.disney.com/show/into-the-unknown-making-frozen-2">Into the Unknown</a>,</em> Pixar and Disney Animation use “dailies” to demo work in progress. Each animator shares their progress every day on the five seconds of film they’re responsible for.</li>
 <li>Outlined in Ken Kocienda’s book <a href="https://amzn.to/3AC7COp">Creative Selection</a>, Apple’s clandestine “Project Purple” that made the iPhone embraced frequent demos when creating iOS, but at the speed at which they were working “hallway demos” would happen hours or minutes after a previous demo.</li>
 <li>A core part of <a href="https://www.thesprintbook.com/">Design Sprints</a> is getting a functioning prototype in front of users so your team can prove and vet an idea in a week rather than months.</li>
 </ul>
 <p>Or as IDEO famously put it…</p>
 <blockquote>
 <p>A prototype is worth a thousand meetings<br>
 — IDEO</p>
 </blockquote>
 <p>Demos improve meetings. I’ve found “Demo First” meetings are life-giving because they start with something tangible, as opposed to discussing some hypothetical future scenario until time runs out and you have to schedule more meetings. Start meetings by showing progress. Better yet, a demo doesn’t always need to be a call or a meeting; thirty second screencasts are as good as gold.</p>
 <p>Demos improve workflows. Breaking up large tasks into “what can I demo next” is an exciting way to work. There’s always an immediate goal for me to find a demo-able checkpoint where I can get tactical feedback frequently. It can save a lot of rework and we can catch ourselves going down a bad path early.</p>
 <p>Demos improve project scoping. Demos and prototypes give you a good idea of <em>what’s easy</em> and <em>what’s hard</em> in the underlying system. Demoing often means you and others may be able to spot problems far off or find “fast paths” mid-flight. Often slight corrections or adjustments to the design can save weeks or months of work without sacrificing quality or user experience.</p>
 <p>If I’m honest, “Dailies” are probably overkill, but I wouldn’t hate it. I would certainly prefer daily demos over vague, ritualistic standup-speak. It’s worth noting here that not all days or weeks are bangers. What’s important is establishing an organizational practice of demo’ing and honing your skills and confidence at providing demos.</p>
 <p>The point is, do whatever is a right fit for your organization but <strong>never wait too long to demo</strong>. Allow room for ad hoc “hallway” demos to happen. And move the needle closer to daily.</p>
--- a/cache/2024/c98206d38897264005bcd5b453d032b1/index.html
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@@ -74,6 +74,10 @@
      
        <li><a href="/david/cache/2024/9bc04d41d25fc73391116d99b7259a3d/" title="Accès à l’article dans le cache local : notes">notes</a> (<a href="https://www.la-grange.net/2023/07/10/notes-train" title="Accès à l’article original distant : notes">original</a>)</li>
      
        <li><a href="/david/cache/2024/877b1e29328f6ad1b6fef26d7407ec5f/" title="Accès à l’article dans le cache local : Your tech stack is not the product">Your tech stack is not the product</a> (<a href="https://hoho.com/posts/your-stack-is-not-the-product/" title="Accès à l’article original distant : Your tech stack is not the product">original</a>)</li>
      
        <li><a href="/david/cache/2024/40aada3cc8d6897fda5a277c4299c1fd/" title="Accès à l’article dans le cache local : We Need to Talk About the Front Web">We Need to Talk About the Front Web</a> (<a href="https://gericci.me/we-need-to-talk-about-the-front-web-5.html" title="Accès à l’article original distant : We Need to Talk About the Front Web">original</a>)</li>
      
        <li><a href="/david/cache/2024/7a223e552e8a8e3e11c759cbc5bc3ffa/" title="Accès à l’article dans le cache local : Opening Mail / frantic.im">Opening Mail / frantic.im</a> (<a href="https://frantic.im/opening-mail/" title="Accès à l’article original distant : Opening Mail / frantic.im">original</a>)</li>
      
        <li><a href="/david/cache/2024/b80f5159ee7ac70bcaa6a9fde16c2408/" title="Accès à l’article dans le cache local : Behind the controversy at Basecamp">Behind the controversy at Basecamp</a> (<a href="https://www.theverge.com/2021/4/27/22406673/basecamp-political-speech-policy-controversy" title="Accès à l’article original distant : Behind the controversy at Basecamp">original</a>)</li>
@@ -86,6 +90,8 @@
      
        <li><a href="/david/cache/2024/c3272392d462da90874d32841e5caac8/" title="Accès à l’article dans le cache local : Where have all the websites gone?">Where have all the websites gone?</a> (<a href="https://www.fromjason.xyz/p/notebook/where-have-all-the-websites-gone/" title="Accès à l’article original distant : Where have all the websites gone?">original</a>)</li>
      
        <li><a href="/david/cache/2024/9f8c0e75066c1882a3b4ce084e3223ed/" title="Accès à l’article dans le cache local : The Demo → Demo Loop">The Demo → Demo Loop</a> (<a href="https://daverupert.com/2022/06/demo-to-demo-loop/" title="Accès à l’article original distant : The Demo → Demo Loop">original</a>)</li>
      
        <li><a href="/david/cache/2024/99e7d2ba7e4adc69dbf0f1b2858a5248/" title="Accès à l’article dans le cache local : Style with Stateful, Semantic Selectors">Style with Stateful, Semantic Selectors</a> (<a href="https://benmyers.dev/blog/semantic-selectors/" title="Accès à l’article original distant : Style with Stateful, Semantic Selectors">original</a>)</li>
      
        <li><a href="/david/cache/2024/4a56aa5497e68df0c5bb1d5331203219/" title="Accès à l’article dans le cache local : When “Everything” Becomes Too Much: The npm Package Chaos of 2024">When “Everything” Becomes Too Much: The npm Package Chaos of 2024</a> (<a href="https://socket.dev/blog/when-everything-becomes-too-much" title="Accès à l’article original distant : When “Everything” Becomes Too Much: The npm Package Chaos of 2024">original</a>)</li>
@@ -94,6 +100,8 @@
      
        <li><a href="/david/cache/2024/55477786fc56b6fc37bb97231b634d90/" title="Accès à l’article dans le cache local : Fabrique : concept">Fabrique : concept</a> (<a href="https://www.quaternum.net/2023/06/02/fabrique-concept/" title="Accès à l’article original distant : Fabrique : concept">original</a>)</li>
      
        <li><a href="/david/cache/2024/c98206d38897264005bcd5b453d032b1/" title="Accès à l’article dans le cache local : Designing better target sizes">Designing better target sizes</a> (<a href="https://ishadeed.com/article/target-size" title="Accès à l’article original distant : Designing better target sizes">original</a>)</li>
      
        <li><a href="/david/cache/2024/076169df8a4bd9dde9a4637c6b306dff/" title="Accès à l’article dans le cache local : Ma page /now (ou plutôt /en-ce-moment)">Ma page /now (ou plutôt /en-ce-moment)</a> (<a href="https://blog.professeurjoachim.com/billet/2024-01-05-ma-page-now-ou-plutot-en-ce-moment" title="Accès à l’article original distant : Ma page /now (ou plutôt /en-ce-moment)">original</a>)</li>
      
        <li><a href="/david/cache/2024/e5056f8e0e6acf87c5777ba5b3a2ba92/" title="Accès à l’article dans le cache local : The UX of HTML ⚒ Nerd">The UX of HTML ⚒ Nerd</a> (<a href="https://vasilis.nl/nerd/the-ux-of-html/" title="Accès à l’article original distant : The UX of HTML ⚒ Nerd">original</a>)</li>